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Culture Change During Mergers and Acquisitions

How to Navigate Culture Change During Mergers and Acquisitions

News of one company buying another one makes for splashy headlines, broadcasting rising stock prices and the overall cost of the deal. Just look at the headlines Disney garnered for its recent $52 billion bid to acquire most of 21st Century Fox, as well as all of Sky News. However, what really counts after the dust settles is how you help your employees adjust to the cultural shift. Author and management consultant Mark E. Mendenhall writes that “cultural and psychological sides of M&A are often overshadowed by the financial side,” and SHRM notes “studies consistently show that most mergers and acquisitions fail, mainly because of people and culture issues.” As an HR professional, your participation is crucial during each step of the transition, but the most significant contribution you can make is probably in the area of employee engagement. During this high-stakes period, you have the chance to prove your value to the company if you keep the following factors in mind:

Expect Employees to Feel Stressed

Before you can help employees adjust to upcoming changes, you have to be aware of what they are feeling. From the moment the merger is first announced, your entire workforce is likely to be distracted by uncertainty. It’s disturbing to imagine one’s livelihood simply disappearing, especially for those workers who are older or who doubt their ability to land an equivalent job. Employees may even wonder if financial pressures or job-hunting may force them to move out of their home. Relationships inside and outside the workplace may suffer, and engagement in job tasks often plummets.

Even though mergers aren’t exactly a cakewalk for your HR department, you must find time to alleviate your workforce’s stress and provide each person with the support and empathy they need to stay engaged. Glassdoor advises, “Even if an employee is losing their job, studies have shown that the worker will be more productive and more valuable in his final days if he or she is notified well in advance and provided with adequate support and guidance.”

Learn From Your HR Counterparts

Whether you are part of the target company or the acquiring company, you have a lot to learn from the other HR department. Mary Cianni, Ph.D., global leader of M&A Services at Willis Towers Watson, suggests that regardless of who will continue on as CHRO, you need to learn about the other company’s people. She notes that key questions to ask include the following: “What are the key drivers to employee engagement? What motivates them? What are they accustomed to with regard to rewards and recognition?”

Practice Transparency From the Beginning

The more your workers understand about what to expect, the better equipped they’ll be to meet the challenges of change. Cianni advises management to use accurate language right from the beginning: “If [the transaction] is an acquisition, call it that, versus using terms like merger or combination. The less ambiguity about the integration approach, the clearer the messaging to employees.” You build trust by being direct and truthful.

Provide Accurate Information

HR departments are under considerable pressure during mergers, and you may find yourself called upon for answers at precisely the moment when you have least control over your workers’ situation. Be careful not to release any specifics about dates, roles, retention and so on until all those plans are definitely in place. Telling even one manager about something that “might” happen is a way to create disruption and rumor. Cianni recommends that HR staff provide regular updates, even if all you have to say is “there’s nothing new to report.”

Listen to Employees

Most of the information flow during mergers move in only one direction, because workers are anxious to know what to expect. Nonetheless, this is a time when you should make a special effort to empathize with your employees. Let managers know that it’s helpful for them to meet one-on-one with direct reports so they can find out what’s on everyone’s minds. Glassdoor recommends that companies seek input from old and new employees alike regarding how the transition is going. They may have valuable suggestions and feedback that can help everything move along more smoothly.

Similarly, when you hold HR meetings to orient staff to new benefits or policies going forward, it’s important to allow time to listen to and address employees’ concerns. Sending out anonymous surveys ahead of time is another useful way to find out what’s keeping your workers up at night. Employees need to know that the company takes their questions seriously and value their input.

Institute an Employee Recognition and Rewards Program

There may never be another time when it’s as crucial to express your company’s appreciation to employees. Connect with your managers and discuss how they can use recognition to unify their teams. RecruitLoop points out that after a merger, “Setting a proper incentive or rewards program is essential to boost the morale of your new employees and make them feel part of your organization.” If the merger results in the integration of new employees, a peer-to-peer recognition platform is an excellent way to begin the process of bringing everyone together.

When handled effectively, mergers represent a surge of fresh energy and inspiration for the entire organization. HR professionals have a major part to play in the success of this transition. To learn more about how employee engagement and the right strategy can positively impact your workplace culture during times of change, download our ebook: Engage or Die: How Companies that Act Fast on Engagement Outpace the Competition.

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Which company has already reaped the benefits of instituting a recognition culture? Availity, the nation’s largest real-time health information network, has maintained a fun and engaging work culture with its employee recognition and rewards program, LOVE (Living Our Values Everyday). Availity employees continue to embrace the Achievers platform as a method for celebrating accomplishments large and small, with nearly 70% sending recognitions and 98% receiving recognitions in the first year of the program. To learn more about Availity’s success, access their case study here.

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Incentivize Your Workforce

Why Today’s Incentive Thinking Is Different

Ever since people started working for each other, supervisors have tried to figure out the best way to reach their performance goals and keep workers on task. Too often in human history, this meant that people with less power were simply compelled to work, and incentives — if they existed — consisted merely of being allowed to survive. After several evolutionary waves, we have a deeper insight into what truly motivates people, and today’s incentives are about far more than compensation. As the Forbes Coaches Council puts it, “In decades past, motivating employees was all about raises, promotions, and bonuses. Those days are gone, and today’s employers are quickly learning that engagement stems from different kinds of incentives — ones that impact an employee’s emotional, rather than financial, health.” Here’s a quick look at how incentive thinking has changed over time, and how wise use of employee rewards contributes to today’s workplace culture.

The Beginning of Management Science

The examination of work incentives really began in the “scientific management era” from the late 1800s to about 1920. During this period, laboratory discoveries about reward and motivation began to be applied to the workplace. Employees were frequently paid at a piece rate, providing them with a straightforward pay incentive to be as productive as possible. When the innovation of pay by the hour or day was introduced, it was controversial. A widespread fear existed that if you paid workers only according to the time they spent, that they would “take it easy” and not try as hard. This was also brought up as an objection to the concept of profit- or gain-sharing programs, since it was felt that weaker workers would share equally in the rewards and thus not be motivated to try harder.

The Central Challenge of Giving Incentives

These differing opinions revealed the central challenge of providing incentives: Workers must experience a certain sense of fairness and equality, while at the same time the company must find a way of rewarding its top performers. This challenge led to elaborated systems that integrated bonuses and standards, so that all workers received a base-level pay, but those who reached higher productivity levels would be awarded a bonus. Later developments included paying the supervisor or foreman a higher rate if their team achieved set production goals. It was considered important to increase efficiency, and managers were seen as having a role in this effort. Many of the early discoveries about incentives are still applicable today, but the context in which they are given continued to evolve.

Twentieth Century Workplace Traditions

During the 20th century, companies generally offered rewards for staying with the company. Longevity bonuses and regular wage increases recognized employees for performing the core duties of their jobs, according to the Incentive Research Foundation (IRF). In the case of sales jobs, competitive (and sometimes cutthroat) relative incentives were introduced. The extreme form of such competition was classically demonstrated in the movie “Glengarry Glen Ross,” in which Alec Baldwin’s character says, “As you all know, first prize is a Cadillac Eldorado. Anybody wanna see second prize? Second prize is a set of steak knives. Third prize is you’re fired.”

Incentivizing Innovation and Adaptability

It doesn’t take much deep insight to recognize the toxic nature of the Glengarry scenario. Research by the Kellogg School of Management at Northwestern University shows that pitting workers against each other for rewards often causes team-minded players to scale back their efforts in order to equalize things. Furthermore, as the IRF puts it, standard compensation systems that rewarded people for just showing up and completing their baseline tasks are no longer enough. “To differentiate themselves today, companies rely on people going beyond their core job — innovating, training recruits, adapting their performance to new challenges, expanding their skillsets.” The incentives that are most successful at eliciting these behaviors include a wide variety of short-term incentives overlaid with authentic employee recognition. They must be customized to the individual and closely aligned with the company’s mission and values. This combination is what is now recognized to lead to the best outcomes and the highest prosperity level for your company.

Stats That Prove the Value of Incentives

Just how important is it to offer the right incentives? Let the stats tell you:

  • 70 percent of all U.S. businesses now use gift card incentive programs.
  • Workers who do not feel recognized for their efforts are twice as likely to say they’re planning to quit in the coming year.
  • 90 percent of large enterprises use technology to implement their incentives and reward programs.
  • Companies with effective recognition and reward programs experience 31 percent less voluntary turnover.
  • 69 percent of employees in an Achievers survey say that receiving recognition and rewards would motivate them to stay at their current jobs.
  • 85 percent of workers in one British survey reported that they “felt more motivated to do their best when an incentive was offered.”
  • Corporations that implemented an employee rewards program found that their overall profits increased by an average of $123,600 per week.
  • When companies initiate a reward program, they see a 14 percent improvement in their employee engagement.
  • 55 percent of employees state that their job performance is affected by the quality of their company’s recognition program.

Today’s best practices are evidence-based, and some departments are already seeing success from implementing the right incentives program. A research report in HBR highlighted a call center as they explored the growing importance of “adaptive” rather than “tactical” performance. Workers who were only rewarded for the number of calls in a call center saw their results go down because they were sticking to the given scripts (being tactical). When a test group of call center workers were given the incentive of having ownership of their customer group and the freedom to improvise (or be adaptive), their results were twice as good as the control group.

Fast Company profiles a construction company that improves performance by offering employees the incentive of leaving early. Construction manager Collin Hanks says, “I give my crews benchmarks to work towards instead of them punching the clock and working from 7 a.m. to 5 p.m. regardless of what they get done. The benchmarks let them know that if they work hard and get stuff done faster, they can go home early and are still paid as if they worked till 5 p.m.”

As the business world draws on decades of psychological research and actual workplace experience, HR practices have substantially evolved. The right approach to employee rewards is key to maintaining your company’s agility in a changing marketplace. For some fresh ideas about how today’s incentives can strengthen employee engagement, download our ebook on how to incentivize the modern workforce.

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Are you free in October? Learn how to incentivize your workforce and increase employee engagement by attending Achievers Customer Experience (ACE) 2018 in Toronto, October 23-24. Get the early bird rate and save $200 off the regular rate today. Buy now here.

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Celebrate Work Anniversaries

10 Fun Ideas for Celebrating Work Anniversaries

On the inside, you’re full of warm-hearted gratitude for the loyalty of employees who stick around for the long haul. The question to ask yourself is whether your team knows how much you appreciate their efforts. They can’t read your mind, so celebrating employee milestones and work anniversaries is a way to showcase your positive energy and spread it around. It’s also a way to strengthen your company’s financial position, because a stronger work culture leads directly to stronger employee engagement. Emma Seppala, Science Director of Stanford University’s Center for Compassion and Altruism Research, notes that “a positive environment will lead to dramatic benefits for employers, employees, and the bottom line.”

The negative side of the equation has plenty of alarming numbers: The absentee rate for disengaged workers is 37 percent higher than normal, and they have 49 percent more accidents and cause 60 percent more defects and errors in production. Furthermore, employees who don’t feel like their company recognizes their efforts are twice as likely to quit in the coming year, according to a 2016 study by Gallup.

An easy way to strengthen your work culture is to recognize employees on their work anniversaries. Here are 10 ways to have fun and reward your people for their loyalty.

1. Feature the Person on Your Landing Page

What better way is there to express your appreciation for someone’s years of hard work than to make him the face of your company for a while? Groundfloor Media, a Denver public relations company, does exactly that, and it obviously pays off. Named by Outside Online as one of America’s top places to work (for four years in a row!), Groundfloor Media’s loyalty to its employees conveys a brand identity focused around real people.

2. Sponsor an Exciting New Experience

Survey company 6Q celebrates employees’ long-term diligence by giving them a chance to have a whole new experience. A voucher for an unusual event — a fantasy convention or a skydiving jump, for example — can be combined with giving the employee an extra day off. The recipient will have lots to tell her co-workers about when she comes back, and the photos she takes will look great on the company’s social media page as well.

3. Personalize the Gift

Individualization is one of the top three characteristics of employee recognition, according to Gallup (with honesty and authenticity being the other two). In other words, you can’t stock up on a closet full of identical coffee mugs that say “Five Years” on them to give out during work anniversaries. Instead, offer something that demonstrates your knowledge of each worker as a unique individual. For example, set up an employee recognition and rewards platform that has a large catalog of rewards that employees can pick from.

4. Interrupt the Daily Routine

While standing up and being applauded may not be everyone’s cup of tea, fun ceremonies can occur in various brief, creative ways. Arrange for a balloon delivery to interrupt the day for employees who reach their work anniversaries. If you’re not in a big city that delivers anything from cookies to caviar, try contacting TaskRabbit and arrange for someone to come in and play a tuba solo at your worker’s desk.

5. Let Them Eat Cake

Go gluten-free if necessary, and explore the amazing art of today’s cake decorating. It’s not just for grandmothers anymore. Shock and amaze your employee with a professionally created cake in the shape of a dragon, a crystal geode or the planet Jupiter.

6. Support the Employee’s Charitable Cause

Many people have local or global causes they care fiercely about. To celebrate a worker’s loyalty in a way that has heart-level impact, take up a collection among the whole department to contribute to something the person is passionate about. You’ll improve employee productivity by showing that your company culture has an altruistic core, and you’ll polish up your employer brand as well.

7. Roll Out the Red Carpet

If your employee usually drives to work, it can be a fun (and free) treat to let her use a VIP parking space for a week, suggests Kelley Zanfardino of the HR Center for Excellence. If she typically takes the bus, you could hire a car service for her for the day and include a free cappuccino en route to work.

8. Give Coupons for Time Off

Offering workers more control over their day (and some “time for slack” as well) is a great way to express appreciation and build employee engagement, according to a Deloitte report. You can celebrate worker anniversaries with a handful of hourly coupons for time off, based on the number of years the person has worked for you.

9. Lunch With the CEO

This probably works better with small groups of employees whose work anniversaries fall within the same time period, unless your company is fairly small. Leadership consultant Christine Comaford writes that employee lunches with the CEO are “a terrific way to foster connection and safety, belonging, and mattering in your culture.”

10. Anniversary E-Cards

Who doesn’t love a fun e-card signed by their teammates? Get the team together to sign an anniversary e-card. This is a great way to get employees together to recognize an employee’s achievements and build a positive team spirit. On the day of the work anniversary, the employee will be pleasantly surprised to see a heartwarming e-card in their email inbox from their teammates. Cloud-based employee recognition and engagement platforms, such as Achievers, makes it easy for employees to participate in and receive work anniversary and birthday e-cards.

You can establish the roots of positivity in your organization today, and it doesn’t require a massive investment of time and money. Check out our ebook on employee recognition, and start optimizing your workers’ productivity.

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And if you’re looking for ways to improve the employee experience, check out our white paper, “Personalization: The Missing Link in Employee Experience.

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Learn how to increase employee engagement at your workplace by attending Achievers Customer Experience (ACE) 2018 in Toronto, October 23-24. Get the early bird rate and save $200 off the regular rate today. Buy now here.

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Utilize Pulse Surveys

4 Ways to Make Pulse Surveys Work for Real Engagement

Companies have come a long way in terms of the investments they’re making to ensure they stay innovative, profitable, and protected. They’re also investing in ways to better communicate with their clients and with one another. However, perhaps one of the most largely overlooked, arguably most important, yet simplest areas still lacking in gaining the attention it needs is the most valuable asset every organization has: their people.

Retaining talent is key when it comes to running a successful business, and in order to keep top talent from walking out the door and never coming back, we need to understand where they’re at in terms of their employment satisfaction. Currently, only 11% of employers are surveying their employees more than once year. This is a startling statistic considering that more than half of employees are unsatisfied enough that they will actively be looking for a new job this year.

Keeping employees engaged is critical, yet keeping a pulse on how they’re doing can be overwhelming and confusing. Additionally, conducting long-form surveys regularly runs the risk of losing efficacy. One way to gain the same benefits of a traditional employee survey without inundating employees is through the use of pulse surveys conducted through human resources (HR) technology.

Pulse surveys are short surveys that ask questions related to your company’s engagement goals. Utilizing these surveys quickly assesses where your employees have concerns, and how those concerns can help your organization understand where there are opportunities to make changes. The key to success is to make sure they drive real engagement. Here are four ways to make pulse surveys do just that:

  1. Include Core Engagement Questions

In order to keep your surveys focused in the right place, be sure that your questions are written to reflect the core engagement areas you’re looking to improve or change. Gear your questions to show that your intention is to not only listen, but to act. Solicit feedback on whether or not they’ve noticed changes since the last survey and ask how they feel about those changes.

  1. Don’t Survey Too Often

Survey fatigue is a real thing, and if you conduct pulse surveys too often, regardless of their short length, people may eventually stop taking them if they don’t see results. In order to make pulse surveys truly help drive real engagement, only conduct them as often as you are prepared to make the changes necessary as a result of the survey. Because of this, the timing of how often to conduct surveys will be different for every organization. Some organizations will choose to survey as much as daily or once a week, while others will find monthly or quarterly surveys will suffice.

  1. Communicate Your Why

It’s okay to be transparent when it comes to communicating with your organization the “why” behind pulse surveys. Explain that you care about their responses because you genuinely want to make changes that will enhance and improve their experience. Make sure employees understand your intent to act upon the results of the things that they share, the time frame you expect to begin implementing changes, and that their participation is important.

  1. Share Survey Results

Regardless of survey results, even if they’re unfavorable, be sure that they are shared with everyone in the company. It’s important for employees to know that they’re being heard, that their opinions truly matter, and to feel a sense of connection with their colleagues. Sharing survey results is just one more way to communicate with employees and strong communication builds morale. An easy way to anonymize the data is to aggregate it and display key HR metrics in a public dashboard built with business intelligence (BI) software that automatically aggregates and displays survey results.

The advantages of pulse surveys are many, not the least of which being real-time insight and more engaged employees. The key is remembering that they should include questions that get at your core engagement goals, only to conduct them as often as you can act on their results, to be transparent about your reasons for asking your employees to participate in taking them, and to always share your results.

Utilizing pulse surveys begins to create a culture of continuous improvement. When employees see action being taken as a result of their feedback and suggestions, they’re more likely to trust you as an employer, and feel happier about being a part of your organization.

Are you ready to listen to your employees? Get started with Achievers Listen, the future of employee engagement. Achievers Listen allows employees to provide feedback to management on day-to-day issues via check-ins and pulse surveys, and lets front-line supervisors track trends through manager alerts. Also included with Achievers Listen is Allie, an intelligent, digital “coach” that interacts with employees in a familiar conversational way, while guiding employees with effective feedback and providing recommendations back to managers.

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Discover how to effectively listen to your workforce by checking out this white paper, “Taking the Pulse of Employee Engagement.

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Learn more about Achievers Listen and employee engagement trends by attending Achievers Customer Experience (ACE) 2018 in Toronto, October 23-24. Get the early bird rate and save $200 off the regular rate today. Buy now here.

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About the Author
Jessica Barrett Halcom
Jessica Barrett Halcom is a writer for TechnologyAdvice.com, with specializations in human resources, healthcare, and transportation. She holds a bachelor’s degree from the University of Wisconsin, Green Bay and currently lives in Nashville, TN.

 

 

 

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Future of HR Tech

Where HR Tech Is Headed

Are you ready for the future of human resources? HR tech is “on the precipice of a total reinvention,” according to Josh Bersin, author of a pivotal Bersin by Deloitte report. The amount of resources being poured into that market bears out his statement: He notes that in 2015 alone, investors sank $2.4 billion into HR tech vendors, a figure that represents a 60 percent increase over the previous year. What kinds of changes will you see from this reinvention, and what kinds of new opportunities will come your way? Here’s a quick preview of the most relevant trends in digital management of the human beings that work for you:

It’s All About Employee Engagement

At first glance, it might appear that the increasing digital direction in HR might lead to a less humanistic, holistic approach. As a matter of fact, though, it has done the opposite: Where talent management was once automated and characterized by practice-driven solutions, the whole focus has now shifted in the direction of employees’ human needs. Data-driven solutions reveal that employee engagement and cultural fit lead to the best HR outcomes, and the new digital ecosystem now encourages a more organic human approach.

Managing People Requires Feedback

It would be handy if human employees could project virtual meters of how engaged they are, just as some online game avatars always indicate their levels of strength and well-being. Until that time arrives, however, employee engagement is something that has to be understood through specific types of measurement. HR tech provides excellent tools for ongoing feedback, including pulse surveys and structured opportunities, as well as various ad hoc channels. Bersin notes that companies find the new flock of feedback tools to be “transformational,” bringing hidden management defects into the light of day and allowing employee engagement problems to be addressed before they reach crisis levels.

Real-Time Feedback Is Becoming More Accessible

Bersin’s report notes that over 120 vendors are currently providing tools for continuous real-time evaluation of overall employee well-being. These include assessments of company culture, employee recognition platforms, and a growing array of text-based feedback channels where confidential and anonymous comments can be given. Some of these channels are as impromptu as single words that workers offer for a word-cloud, while others may be associated with a particular company event or scheduled brainstorming sessions.

Once you have all this incoming data, new analytics are able to crunch it into beautifully charted trend lines. You’ll be able to see how your workers’ level of engagement is doing now as opposed to last week or how one team’s enthusiasm compares with that of another team. This unprecedented ability to slice and dice your employee alignment is incomparably valuable for measuring the effectiveness of different rewards and recognition initiatives.

Analytics Help You Predict Behavior Trends

While analytics can be used for noting employee engagement levels, this is really only the beginning of the extensive new possibilities offered by the emerging technology. As a manager or HR professional, you probably wish that some software platform could give you a crystal ball that let you view the future: Which new hire will end up staying with the company for 10 years, and which one will flame out in six weeks? Which front-line employee is on the verge of rage-quitting, and which one is angling to take on new job responsibilities? It’s now common for companies to use predictive modeling to figure out how to keep their high-performing workers, and Bersin notes that “the percentage of companies doing predictive modeling has almost doubled over the past three years.” In addition to employee retention probability, predictive modeling is also valuable in gauging future sales productivity, service quality and fraud activity.

One utility that all predictive analytics have in common, however, is that they give managers solid evidence for making beneficial changes. For example, Facebook recently offered its employees at least $10,000 if they would relocate their homes to within 10 miles of the company’s Silicon Valley campus. According to Bersin, this offer was the direct outcome of Facebook’s predictive analytics: Their HR tools found that the longer a worker’s commute, the lower their productivity and the likelier they were to quit.

Tech for Employee Learning

HR tech has wide applications beyond directly keeping track of how employees are faring. Millennial workers rate the opportunity to learn while on the job as their highest priority when seeking a new position. Naturally, if companies want to hold onto this valuable young demographic, they will respond by re-examining their way of offering training and development. The arrival of new HR tech options has transformed the nature of corporate training. Whether the new training opportunities are termed “mobile learning,” “blended learning” or some other freshly minted term, they are all increasingly self-directed. Bersin cites an interesting statistic to illustrate this trend: Seven years ago, 77 percent of corporate training used to be instructor-led, while now that percentage is only 32 percent. He states, “People at work simply don’t have the time, budget, or patience to sit in classes the way they did a few years ago.”

Managing your employees is a very human art, and new technology will not take away the psychological insights and instincts that you’ve developed over the years. Instead, the new technology provides solid data to back up what you already know about keeping your employees engaged, as well as streamlined new tools to increase your effectiveness. To learn more about how data can help you achieve greater levels of employee happiness, download our e-book, “Four Places to Start Measuring What Matters.”

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Start using HR tech to engage your workforce. Get started with our white paper, “Engage or Die: How that Act Fast on Engagement Outpace the Competition.

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Are you free in October? Discover where the future of HR technology and employee engagement is heading by attending Achievers Customer Experience (ACE) 2018 in Toronto, October 23-24. Get the early bird rate and save $200 off the regular rate today. Buy now here.

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Engage Overwhelmed Employees

3 Factors Proven to Engage Overwhelmed and Overworked Employees

When a critical piece of business technology suddenly stops operating properly, your first reaction is to find the problem and get it up and running at full-capacity, as soon as possible.

Yet, when it comes to your most valuable business asset, your employees, many company leaders aren’t as quick to react. Unfortunately, according to a new SHRM report, 38 percent of employees feel overwhelmed by how much they have to get done at work. What’s more, a January 2017 report by Kronos and Future Workplace found that 46 percent of human resources professionals blame burnout for up to half of their staff quitting each year.

The issue of an overwhelmed and burnt-out workforce is nothing new — and that’s the problem.  So, we went directly to the source to find out where the disconnect is.

Here’s what employees told us they need from their employers, along with some insights on how you can address those needs to improve employee engagement:

Recognition

When work becomes overwhelming, those who feel unappreciated will disengage even faster, increasing their chances of looking for new work. In fact, 55 percent of North American employees noted a lack of recognition as one of the main reasons they are considering changing jobs, according to our latest report.

Of course, more and better recognition won’t decrease your team’s workload, but it will make them feel appreciated for their contributions and perhaps more motivated to do their best. These shifts can enhance productivity, lightening the burden of an overwhelming workload.

Start engaging

KABOOOM!

This hard-hitting word isn’t just for sound effect. For CHRISTUS St. Michael Health System’s employees, KABOOM, their employee recognition platform, is now a way of life. The CHRISTUS team is dedicated to compassionate care, especially for those who are poor and underserved. With such an intensive mission, it’s easy for employees to feel overwhelmed.

Seeing the need for more employee support, company leaders implemented an online, points-based social recognition solution. Leaders and employees now both celebrate in-the-moment acts of accomplishment and dedication by sharing peers’ specific actions and rewarding them with points. These recognition points accumulate and employees can then use them toward a reward they desire.

The KABOOOM program was a hit for CHRISTUS St. Michael. In fact, the company saw more than a 10 percent increase in employee engagement thanks to this recognition tool.

Strong Employee-to-Work Connection

Passionless employees are disengaged employees.

It’s up to leadership to understand what drives a strong connection between employees, their individual roles, and the company’s mission and goals. Clarifying and solidifying this connection unquestionably increases retention. In fact, according to our previously mentioned report, 74 percent of employees note that making work more interesting and inspiring increases the likelihood that they will stay with an organization.

Start engaging

Go against company norms to change the way employees interact with one another and approach their daily tasks. To form a true connection, many employees need to step out of constraining routines.

Rather than hosting traditional weekly or monthly meetings, encourage employees to keep discussions ongoing via online forums. This approach to communication not only saves time, but also allows employees to stay connected with peers and their work without being interrupted by lengthy, in-person meetings.

Some employees may need a stronger disruption from the daily grind. Consider offering regular employee education hours to help employees step out of their comfort zone and reconnect with their roles, peers, and the company as a whole. During these hours, employees can job shadow a co-worker, take a course, or draw inspiration from a favorite podcast.

Each of these tactics offers a unique way for employees to find a new, interesting take on work.

Flexibility

Your team is full of unique, diverse individuals — and that’s what makes a company successful.

Unfortunately, many employees have limited flexibility when it comes to when and where they work. This constraint can result in a lack of creativity and efficiency – and even a decrease in retention. In fact, according to our report, employees are motivated to stay on board when they have more time off (57 percent) and have the ability to work remotely (55 percent).

Start engaging

Create a unique employee experience to enhance productivity and keep employees from feeling overwhelmed. Start by surveying your team to find out why they’re overwhelmed, when they feel most productive, and where they’d like to work, or what atmosphere increases their innovation.

Based on results, start changing up the employee experience. If employees say they need a more home-like atmosphere, brainstorm as a team to identify ways to make that shift. Additionally, consider offering one or two days a week during which your team can work from wherever they want.

These are great tactics to start with but it’s critical that you don’t stop here.

Continuously survey employees about their connection to work, productivity, motivation, and emotions. Look for trends in employee engagement and compare engagement scores to the days employees are able to work when and how they want. Keep altering and communicating with your team until you find something that works for everyone.

How do you engage your team when they’re feeling overwhelmed? Let us know!

Find out more about your employees’ needs and expectations by downloading our report here.

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Are you free in October? Come see me and discover how to increase employee engagement by attending Achievers Customer Experience (ACE) 2018 in Toronto, October 23-24. Get the early bird rate and save $200 off the regular rate today. Buy now here.

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About the Author

Natalie Baumgartner Dr. Natalie Baumgartner is the Chief Workforce Scientist at Achievers, an employee engagement platform specifically designed to align everyone with business objectives and company values, driven by recognizing shared victories every day.

 

 

 

 

 

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Engage Remote Employees

5 Ways to Keep Remote Employees Motivated and Engaged

What types of commuting issues do your workers have? All possible perks and benefits that address those problems (such as public transit vouchers, parking permits, vanpool arrangements, and bike storage) add extra costs to your bottom line – except for one: telecommuting.

On average, businesses save about $11,000 per year for every employee they shift to remote work status for half the week, according to Global Workplace Analytics. At the same time, individual workers save between $2,000 and $7,000 annually. Many companies already realize the cost effectiveness of remote work options, since 37 percent of American workers report telecommuting at least some of the time.

However, as an HR professional you manage people, not budgets. You may wonder what happens to team morale and employee engagement if your workers don’t even have to get out of their pajamas. There is hope on the horizon, because Gallup research finds that employees who spend at least some time working remotely are “more likely to feel engaged in their jobs than those who never work remotely.” Here are 5 management tips for keeping your remote workers aligned and motivated, so you can all benefit from the terrific cost savings offered by telecommuting.

1. Let Workers Control Their Schedules

Once you’ve taken the leap of letting people work remotely, it’s not that big a step to allow them to set their own schedules. Does one employee prefer to work from 6 p.m. to 2 a.m? Except for certain deadlines or teleconferences, that schedule most likely isn’t a problem. You won’t maximize your employees’ well-being from telecommuting if you still require them to clock in every day at 8 a.m.

It’s important to keep in mind that the worker’s home environment is less controlled than an office, and the person may have to break away to deal with a sick child, a runaway pet, someone at the door or a kitchen emergency. The whole attraction of remote work is that it helps people balance the demands on their time.

Dustin Grosse, COO of ClearSlide, offers this advice to managers of remote workers: “Rather than micromanaging when they’re getting the work done, focus on what they’re consistently achieving.” Grosse points out that giving people more control over their time will result in happier and more engaged workers.

2. Work on Building an Active Employee Community

The biggest problem that remote workers encounter is a sense of isolation from the larger group. Your management efforts should be directed toward bringing people together and nurturing employee happiness. One way to do this is to make sure team-members have a chance to talk together. IPEC’s Coaching Excellence emphasizes that emails are not the same thing as talking, and they won’t contribute to a unified work culture.

Today’s remote communications platforms offer sophisticated collaboration tools and vibrant opportunities for conversations that feel like everyone’s in the same room together. Creating an opportunity for peer reward and recognition programs is also a valuable way to build a sense of teamwork. Receiving praise from co-workers is enormously valuable in strengthening employee motivation and building a productive team.

3. Facilitate Whole-Company Meetings

Company culture is key to the identity of your brand, and it suffers when team members are geographically separated. Writing in Entrepreneur, leadership coach Beth Miller notes that “as a company grows it gets harder to keep everyone aligned to the vision while maintaining your culture.” She notes that regular quarterly meetings of the entire organization are beneficial to employee retention and overall productivity. It’s also important to sponsor occasional full-staff retreats or recreational occasions, to make sure all workers identify with their organization as a whole.

While workers may be teleconferencing with their own team-members on a frequent basis, they probably have minimal face time with people in other departments. Employee alignment is encouraged by bringing workers together in person and giving them a say in the direction of the company. An organization’s mission and values only stay alive to the extent that people internalize them.

4. Invest in Professional Development

Offering professional training and development to your remote workers is a substantive way to recognize the value of their contributions, and to keep them engaged and enthusiastic about working for you. Whether through individual mentorships, the chance to attend remote webinars, or tuition assistance for in-depth education, you can keep your telecommuting staff on a solid path to career advancement.

Did you know 40% of employees who receive poor job training leave their positions within the first year? Avoid high turnover from remote and non-remote employees by offering valuable professional development and training programs. Also, with a company culture of promotion from within adds power to your employer brand.

5. Recognize Hard Work

While employees may relish the freedom of working late into the night while their favorite pet sleeps on their lap, said pet isn’t going to praise them when they turn in an outstanding report ahead of deadline. Employee rewards and recognition take on a greater sense of importance when workers are geographically distant, since it shows employees their extra effort truly makes a difference. Recent Gallup research shows that employees working remotely are actually more likely to put in extra time on their jobs – probably because they get on a roll and really care about getting the project done well.

Providing your staff an opportunity to work remotely can be a powerful tool to build employee success. Fifty-one percent of workers say they would actually change jobs if they could get one that gave them the option of working from home. It’s clear that companies can gain a competitive edge by offering employees the ability to work remote. The only thing to remember is to practice techniques that will consistently engage remote workers. Start engaging every employee with frequent recognition and rewards. To learn more, access our eBook on How to Make Employee Recognition an Everday Event.

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Discover how Shop Direct is engaging 4,700 on and offline employees with their Shine employee recognition program. Thank to Shine and its associated initiatives, Shop Direct’s engagement survey has seen a 17% increase – from 67% in 2010 to world class 84% in 2017. Learn more by downloading Shop Direct’s Case Study.

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Value of Mentorship

Manager and Employee Relationships: The Importance of Mentorship

The title of “manager” makes it sound like your entire responsibility is simply keeping track of your employees and maximizing their performance. Of course you want to elicit high-level productivity from your team, but your fastest route to success is to offer something back to the people who work for you. The most successful managers enter into a mentoring, or “coaching,” relationship with their direct reports. Here’s a look at why mentoring is so important, together with some best practice tips for putting together a mentorship program that really works.

Mentoring Builds Employee Alignment

Your employees have ambitions for where they want their careers to go, and it’s to your company’s benefit if the person doesn’t need to job-hop in order to realize those ambitions. Daimler Trucks has instituted a proactive mentoring plan throughout its entire 4,000 employee U.S. workforce as part of its leadership succession planning. Suz Hahn, Daimler’s Architect of Learning and Development, states that: “Daimler realizes mentoring is key to the health of our organization.” The company finds that employees who gain new skills become more engaged, and are also eager to spread their knowledge and best practices throughout the entire company.

Millennials Expect and Appreciate Mentoring

Today, more than one in three of your workers are millennials (people between the ages of 18 and 34), and this generation makes up the largest percentage of the U.S. workforce. These are the employees with the freshest skills and the keenest awareness of marketplace trends, and it’s clearly in your best interest to meet their needs. There are real differences in what this age group expects from their workplace, however, and 53 percent of managers say that it’s difficult to find and retain millennial employees. Providing mentorship is your most effective tool for attracting and retaining this demographic: A 2016 Deloitte millennial survey notes that of those respondents who plan to stay with their current company for the next five years, 68 percent say they have a mentor. To get down to exact nitty-gritty of these expectations, the millennials surveyed state that in an ideal week, 3.6 hours would be spent receiving coaching and mentoring.

Focus on Knowledge Transfer

Knowledge Transfer (sometimes shortened to KT) mentoring is described by Willis Towers Watson in their cover story for Workspan. The authors of this overview note that KT mentoring arose as a solution to the fact that fewer than half of the nation’s workers feel their employers are doing a good job of retaining a quality workforce. Clearly a new approach to employee retention is needed, and KT mentoring fills that need by introducing new standards of clarity and structure into the transfer of knowledge within a company.

Put Structure in Your Mentoring

Classic workplace mentoring is an informal relationship that’s very open-ended. Even the choice of which two people are paired together is usually made on a casual basis of who likes whom, and sometimes the very best mentee candidates can be overlooked. The mentor provides ad hoc guidance, slipping it in haphazardly when schedules allow. The informal nature of the exchange means that the mentee probably isn’t giving feedback to their mentor on how helpful he or she is, and mentoring techniques are rarely examined. Mentoring is considered to be a personal favor, and is delivered with that tone. While this informality can be appealing, giving the mentee a sense of being taken into the mentor’s confidence, the lack of structure has some obvious downsides. Here’s how KT mentoring is different:

KT mentoring approaches the process from a structured point of view. The topics to be covered are identified ahead of time, with emphasis being placed on those subjects that will be most beneficial to the organization. Selection of mentors and mentees are made on the basis of learning preferences, generational diversity and personality profiles. The number of candidates for mentorship is made as large as it can be throughout the organization. The mentor and mentee agree on time frames and knowledge goals, so that it’s clear what information will be shared and when this sharing will happen. Formal tools for giving feedback are included in the process, enabling the mentorship interaction to be continually fine-tuned. Towers Watson’s overview of their KT mentorship process emphasizes that its purpose is to sustain high levels of employee engagement.

Make Mentoring Part of Your Company Culture

For any mentorship program to be successful, your organization’s leadership has to believe in the idea. High-quality mentorship requires an investment of time and resources, but forward-thinking leaders recognize that it yields a worthwhile return in productivity and employee happiness. A Corporate Executive Board survey shows the growing recognition that structured mentorship programs are worth the effort: 25 percent of U.S. companies now host some type of formal mentorship program, as compared with only 4 or 5 percent a decade ago.

Mentorship Is About Building Relationships

Leadership coach, Luis Velasquez, notes that, “Mentoring is one method that can tip the scales on employee engagement by fostering lasting relationships among employees, promoting career development, and facilitating the transfer of knowledge within a company.” Using mentorship effectively as a tool to strengthen the organization is one of today’s key management skills. Plus, sharing what you’ve learned with an eager young protege can be a highly gratifying process.

For more insights on tools for great team-building in your organization, download our employee recognition eBook covering 3 Ways to Make Recognition an Everyday Event

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fundamentals of employee engagement

The Fundamentals of Employee Engagement

There is an international employee engagement crisis. According to a Gallup survey, 85% of the worldwide workforce feels disengaged. On the bright side, this issue can be prevented with the use of initiatives that recognize employees the right way. This finding offers an opportunity for employers to address the need to add value to their employee’s work experience. After all, employees spend over 40 hours per week in the workplace making it practically a second home. You want to make sure they look forward to coming to work every day.

The good news is we have the power to change the culture of an organization from the executive team to frontline employees. Focusing on employee engagement and delivering a strong company culture ultimately impacts customer happiness, employee productivity and your bottom line.

Start with the 20:60:20 Model

What is the 20-60-20 model and how does it apply to HR? The 20-60-20 model should be applied when a company reviews its current human resources strategy. Overall, it means 20% of employees will accept new changes, 60% of employees will be neutral about change, and 20% will be resistant to accepting change in the organization. The good news is 60% of employees will be open to providing feedback and participate in employee engagement initiatives. As a result, the remaining will follow if the new programs are receptive and relatable to employees.

Focus on Career Development Programs

A reason why employees feel disengaged at work is that there is no effort on developing the skills of workers. Employees want career development opportunities to get that next promotion, potentially transfer to a new department where their talents can be fully utilized or receive in-depth feedback on their performance. I appreciate how my manager one time went out of the way to teach me about (ATS) Applicant Tracking Systems used by human resources to track words in a resume to select candidates for an interview. I once worked at an organization with a career development program that I found extremely impactful. Some of my favorite aspects of the career development program were the following:

  • Career Plan: Include realistic action steps to complete employee goals, education or activities.
  • Career Tools: Offer the right tools for employees, whether it be full access to online educational videos or other niche services that can help them succeed.
  • Department Cross-Over Opportunities: Open up the opportunity for employees to assist other departments outside of their own; encourage their curiosity and interest.

Provide a Successful Onboarding Experience

The Society for Human Resource Management stated, “new employees who attended a structured orientation program were 69 percent more likely to remain at the company for up to three years.”

Most companies have a dull onboarding program with a new hire filling out forms on the first day. As the month’s pass, the employee must figure out the company culture on their often. It can be an isolating experience which increases turnover rates of new hires in the first 90 days of employment. Here is a list of onboarding tips I recently discovered:

  • Share the history of the company
  • Send employment forms electronically before the employees first day
  • Introduce the new hire to executives and management
  • Sit the employee near the desk of a potential mentor

When a new employee goes home, the conversation about your company to family and friends should be positive because it will be beneficial for your community to think highly of the company from an employment perspective.

Get Executives Involved

The Muse stated, “90% of leaders think an engagement strategy have an impact on business success but barely 25% of them have a strategy.” Human resources and management can be excited about employee engagement, but if executives are disinterested or not visible, it will not help a company long term. Executive involvement means the CEO attending a work event, and introducing themselves to every employee. It includes executives attending team meetings to introduce themselves to frontline staff. If there is an extracurricular activity being offered to employees outside of work, it might be a good idea to encourage your executives to participate; this increases trust in leadership and enhances the employee experience.

When it comes to the employee experience, don’t let your employees simply receive documentation, sign forms and receive employee benefits. Instead, be an organization that embraces work culture from the top down.

Ask for Feedback from Employees

As an employer, think of employees as a customer; create engagement programs that support their career goals with options to improve their health. Most onboarding strategies include providing a survey asking new hires what they want and how their onboarding experience was. Make sure to ask for feedback from employees – they provide the answer on how to effectively boost employee engagement at your organization. Here are a few questions to ask them:

  • What do you want to see more at the workplace?
  • Do you feel valued at work and how can we improve?
  • How do you want to be recognized and rewarded?
  • Does your manager support your career goals?
  • What events or employee programs do you recommend?
  • How can we be better?

The questions should be open-ended to receive clear responses and encourage honest feedback without limitations.

Recognize Your Employees

Never forget to make your employees a top priority. One way to show your appreciation for employees is through frequent recognition and rewards. When you recognize your employees more, you will reap in the benefits of employee engagement. After all, 69% of employees cited Recognition and Rewards as a motivation to stay at their current job in 2018. Appreciate your employees on a daily basis and watch employee engagement rise.

To learn more about how to increase employee engagement through recognition, check out this eBook: Employee Recognition: More Than Just a Day. 3 Ways to Make Recognition an Everyday Event.

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About the Author
Makeda Waterman is an online media journalist of 4 years with blog features on CNBC Make It., Huffington Post, Glassdoor.com, Elite Daily, Fast Company, among others. She is passionate about helping people improve the quality of their career.

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Improve Team Meetings

7 Fun Ways to Host Team Meetings

Team meetings are renowned for being boring and, to many employees, a waste of time.

In fact, one survey shows that over 75% of meeting participants are annoyed by meetings they deem unnecessary, and many more will agree they find them boring, even if it’s just from time to time.

So, as a meeting host in your business, it’s up to you to spice things up and bring a spark that will keep everybody engaged. To help you get started, here are seven techniques you can use.

  1. Use Grouping

One of the most common meeting tactics to use is known as ‘breakout groups’. This is a type of meeting where you’ll introduce a certain point or subject and then break the teams up into groups to discuss it. As you can imagine, this is ideal for brainstorming activities.

“Try to split up groups of people, so each group is as diverse as possible. At the end of the session, bring the teams back together and discuss all your points as a team,” shares Mary Parker, an HR Manager for UK Writings.

  1. Try Team Building Efforts

You may have heard of team-building days, but there’s no reason why you can’t bring a team-building exercise into your meetings to bring everyone together and to get the mind focused. This is a great way to boost employee morale, build company culture and make the team socially aware.

You could give your team a puzzle or play a simple Q & A game. Team meetings don’t have to be completely work-related either – they could solely focus on the team building aspect and be used as ten-minute introductions to get everybody engaged.

  1. Include Engaging Presentations

One of the best ways to bring new life into your meetings is by creating a visual presentation, such as a PowerPoint. This adds a visual element to your meetings and is a great way to share information in an easily digestible format.

You can add graphics, images, videos, graphs, text, and any other form of data or media that will help to keep the participants of your meeting engaged. Aim to produce high-quality presentations for your team meetings. Here are some tools that can help:

  • Grammarix & Studydemic
    These are two online tools you can use to check the grammar in your presentation.
  • Revieweal
    This website reviews copywriting services that can create content for your presentation, as recommended by the HuffingtonPost in Write My Essay article.
  • Let’s Go and Learn & My Writing Way
    These blogs have a tonne of writing guides you can follow to improve your general writing skills.
  • Australian Reviewer
    This is an online writing community where you can meet writers from around the world to improve your skills.
  • Cite It In
    This is a free online tool to help you add citations, references and quotes to your presentation professionally.
  • Writing Populist & Academadvisor
    These are two services that can help you to edit the content of your slides to perfection.
  1. Change the Scenery

Do you always hold your meetings in the same room? Why not mix things up by changing your meeting’s venue? Perhaps you could book another room in your office building. You could try meeting in a huddle space or taking your team to a nearby café or quiet place to sit.

“One of the more popular meeting places that people enjoy is going outside. Not only does this give your team a bit of sunlight and fresh air, but it also helps to break up the day, keeps your participants engaged and focused and makes a nice change from a boring meeting room,” explains Sarah Cattle, an HR Manager for UKServicesReviews.

  1. Keep Your Meetings Short

If your meetings are dragging on and on, it’s only natural that people are going to get bored, switch off and become disinterested in what’s being said. That being said, it’s so much better for you and the rest of your team to keep things short and engaging.

This means if you’re having a meeting, it’s better to stick to a selection of topics and subjects that you’re talking about, rather than trying to go on and on and cram in absolutely everything you have to say. As a rule of thumb, try and keep your meetings to around 30 minutes maximum.

  1. Switch Up Positioning

When your team comes into your meeting, have you ever paid attention to how they seat themselves?

Typically, you’ll see people sit in the same places and next to the same people. This is great, but if people are mucking around, or the same people are hiding at the back trying not to be involved, this will contribute to an unsuccessful meeting.

Instead, try mixing people up and getting them sitting next to people, and in places, that they wouldn’t normally sit. This is great for brainstorming team meetings, especially when group discussion is implemented.

  1. Add an Extra Touch

This is only scratching the surface when it comes to ways to enhance and revitalize your meetings with what works for you.

To help you get off on the right foot, here are some extra touches you can add to bring energy into your meetings, and to make them more fun:

  • Get a different employee to bring in food for each meeting and vote best food every month
  • Break your group into small groups for discussion (mix people up)
  • Every time someone ‘crushes’ an idea, get another member to throw a soft toy at them saying, “Let’s give it a ”
  • Be charismatic when talking
  • Make eye contact with the people in your meeting
  • Concentrate on your body language
  • Spotlight employees with rewards and recognition

Whether your hosting team meetings, teleconferences or office workshops, it’s important to always add your own flair to effectively engage employees. The next time you have a team meeting, make sure you have these 7 tips in your back pocket.

Are you having trouble engaging your employees? Check out this guide highlighting four ways to start measuring the results of your engagement programs.

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About the Author
Mary WaltonMary Walton is a business writer and blogger at Simple Grad, read her Boom Essays review there. Also, she writes for the Huffington Post (one of her most popular posts there is Buy an Essay article).

 

 

 

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improve employee surveys

5 Things to Consider When Building Employee Surveys

Did you know that 88% of employees don’t have passion for their work? Even worse is the impact employee disengagement has on economy: employee disengagement costs more than $500 billion per year to the U.S. economy alone. Knowing all of this, I ask you, “What can your business do to address this major disengagement issue?”

Start with listening to your employees. By receiving honest feedback from employees, you can quickly determine what it takes to engage them. You’ll be aware of what your workforce is unhappy about as well as what they value most when it comes to working for your company.

The best way to receive honest feedback from employees is through employee surveys. Company-wide employee surveys are a valuable use of HR technology, and their results can yield important benefits for employee happiness and company transparency. Furthermore, with increasing emphasis on pulse surveys, companies have greater access to real-time metrics pertaining to employee engagement. Here are a handful of helpful tips for what you should look for when you’re putting together a survey for your employees.

1. Open-Ended Questions

When you’re measuring employee engagement, it’s best to leave room for employees to elaborate on specifics pertaining to their survey response. Human resources professionals need to hear about the details that make up worker safety and wellness, so it’s helpful to include some open-ended inquiries such as, “What can the company do to increase employee success?” With open-ended questions, employees get the opportunity to voice their opinion without any restrictions or influences.

2. Anonymity

You’re aiming for 100 percent participation in your employee engagement survey, and as leadership author Bob Herbold points out, anonymity is the best way to assure this. Quality HR technology software increases employee accountability by making sure that everyone has participated, while at the same time keeping individual responses private. It can also be useful in some cases to tailor the content of each survey to individual departments.

3. Individual Analytics for Each Topic

Many companies are looking to quickly institute their survey initiative, resulting in a survey that is narrow in its scope. According to USC research scientist Alec Levenson , this mistake can have major consequences when tallying the results of employee surveys. Typically, it exists when a company aims for simplicity by averaging each person’s responses into one single index number. Levenson explains that this number ends up being meaningless because it doesn’t lead to actionable insights. For this reason, it’s essential that each surveyed topic be analyzed separately.

4. An Action Plan

Of course, when you give out an employee survey, you’d like to see nothing but glowing praise and complete employee alignment with your organization’s mission and values. In the real world, however, you’re going to hear from some team members who are less than thrilled with the status quo. Research on surveying shows that 48 percent of disengaged employees say that they “would stay with a company that asks them what they want and puts that feedback into action.” Don’t forget that the main reason behind pushing out an employee survey is to discovers areas your business can improve on to boost employee engagement and happiness. Make sure to include questions about employee engagement that you are truly willing to address which will help course correct your company culture onto the right path.

5. Professional Expertise

Partnering with a professional survey provider yields numerous benefits and will yield a strong ROI in your employee retention and employee transparency numbers. You don’t have to reinvent the wheel, Monster.com points out that experts in the survey field can give you valuable benchmarking data for your industry. It’s helpful to know where you stand with respect to your competition.

The next time you decide to send a company-wide employee survey out, consider our list of five things to consider when crafting effective employee surveys. Instituting regular employee surveys is the best way to create a responsive work culture. With regular feedback being provided by your employees, you’ll have the opportunity to quickly address any negative aspects of your company culture. This in turn will help in recruiting and hiring top talent, thus ensuring your company’s long-term financial health.

Are you ready to listen to your employees? Get started with Achievers Listen, the future of employee engagement. Achievers Listen allows employees to provide feedback to management on day-to-day issues via check-ins and pulse surveys, and lets front-line supervisors track trends through manager alerts. Also included with Achievers Listen is Allie, an intelligent, digital “coach” that interacts with employees in a familiar conversational way, while guiding employees with effective feedback and providing recommendations back to managers.

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Important HR Strategies

3 HR Strategies You May Have Overlooked

Create employee handbooks

Track employee hours

Draft contracts for new employees

Manage company benefits

Handle employee complaints

The list goes on and on. Across many industries, the role of HR has traditionally focused on endless paperwork and organizational policy development.

However, in today’s technologically-enhanced workforce, the traditional role of HR is swiftly shifting. Many organizations have undergone significant changes in light of new employment regulations and more diverse, younger employees who demand modern HR departments. Above all, experts agree that the role of the HR team is now genuinely impacted by the rapidly expanding availability of technology and digital tools.

So the role of today’s HR director, manager or executive must parallel the needs of their ever-changing organization. Successful companies also realize they must become more adaptive, resilient and customer-centered.

Taking a More Strategic Approach to HR Management

The evolution of technology allows HR professionals to take on more strategic roles in today’s HR landscape. Organizations must shift towards strategic human resource management or use the HR department to formulate HR strategies based on the company’s short- and long-term goals.

As a result, the decisions that departments make must reflect goals that the company has set. For example, if the organization plans to expand, HR’s recruitment strategy should focus on creating systems that will allow the company to recruit and hire top talent. Within this new type of environment, the HR team acts as a strategic business partner as well as a change mentor.

Here are three additional HR strategies your organization may be overlooking:

Create a Retention Strategy

Did you know that the costs of employee turnover can range from 30 percent to 150 percent of the employee’s salary? Retaining talented team members can distinguish truly successful companies from not so successful ones. Many employees leave their jobs when they are disengaged. So today’s HR professional must identify what could make people in their company disengaged and figure out ways to remedy these issues.

A strong work-life balance helps create a solid retention strategy. Organizations that promote a positive work-life balance report lower turnover and recruiting costs and increased productivity from satisfied, engaged employees.

Additional successful retention tactics might include giving employees additional time off, supporting working parents via on-site day care or job sharing, and offering flexible schedules to accommodate busy families or supporting continuing education. Employees who have time to spend on maintaining their home life look at work less like just another chore to finish.

Encourage a C-Level HR Support Strategy

If you read anything about organizational change, it typically begins with the need for executive buy-in and support. Changing HR’s role is no different. While many of today’s leaders and CEOs do understand the need for HR’s role stand on equal footing as any other business function, others tend to get stuck in a different mindset that is focused on keeping HR behind the scenes.

To shift management’s support of HR from providing transactional processing to offering valuable business insight, experts suggest first creating a business case for change. This method can compel HR to specify why their HR strategies need a more forward-thinking model, and clearly and effectively spell out the major advantages to the company.

Develop an HR Analytics Strategy

If you want to make your HR processes as efficient as possible, implement the right tech tools for your company, especially those tools that focus on analytics like business intelligence, employee feedback or employee recognition and engagement data. The power of analytics allows HR departments to use employee data to help management make more informed decisions about their team members and improve overall performance. Additionally, analytics can provide insight for effectively managing employees to reach company-wide goals more efficiently. With an analytics strategy firmly in place, executives can also better forecast a company’s future staffing needs.

One of the most critical advantages of incorporating an HR analytics strategy is having information ready and available for future leadership needs. Companies can develop everything from recruiting and development plans to succession tactics with data they’ve collected. Often an overlooked area, a succession plan can help minimize disruption by identifying vital roles in a company and employees who possess the skills to assume these positions immediately should someone leave.

HR teams can also track and measure data to continually improve organizational processes with an analytics strategy in place. For example, much of the HR technology available on the market today can help businesses make more informed decisions about what metrics are most critical to the company culture and overall business goals, as well as track them to drive employee engagement.

The Bottom Line

It is important to understand that implementing the latest HR strategies is an ongoing process. HR should plan to regularly review its approach and adjust various elements as the company changes.

Ultimately, to remain competitive, HR professionals today must clearly articulate their key role regarding the actual value they create for their organization. Equally important, senior executives must support and invest in HR as if it were its own business, surpassing the stereotype of HR professionals as simply support staff and unleashing their full potential as company-wide strategic partners.

How strong are your HR strategies? Do you have a retention strategy in place? Get started with Achievers’ infographic on 6 Stats That Speak to Employee Retention.

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Are you having trouble engaging your employees? Learn how to address employee disengagement with Achievers’ white paper on The True Cost of Employee Disengagement.

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About the Author
Lisa Dunn
Lisa C. Dunn a freelance writer, copywriter and ghostwriter who develops high-quality content for businesses and non-profit organizations. For over 20 years, she has worked with numerous PR and digital marketing agencies, and her work has been featured in well-known publications including Forbes, VentureBeat, Mashable, Huffington Post, Wired, B2C, USA Today, among many others.

 

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celebrating Achievers' Employees

Employee Appreciation Week: Achievers’ Celebrates Employees

Here at Achievers we love Employee Appreciation Week! In celebration of Employee Appreciation Week, we want to turn the spotlight to Achievers’ employees. We’re highlighting some of our favorite Achievers moments within the past year, from fun culture videos to employee recognitions. To kick things off, we want to bring it back to our Achievers Carpool Karaoke video which we played during our company-wide Recognition & Rewards (R&R) meeting. You don’t want to miss this:

 
Achievers Carpool Karaoke Video

One of the most loved initiatives we have here at Achievers is the Achievers Women’s Network (AWN). The AWN committee aims to help others develop the leadership skills and career advancing opportunities needed to drive success – this is done by sharing information, best practices, education, and experience. For International Women’s Day, the AWN committee spearheaded a video project featuring Achievers’ employees standing by the #BeBoldForChange campaign. Check it out:


Achievers #BeBoldForChange Video

Employee Appreciation Week wouldn’t be complete without highlighting actual employee recognitions delivered via Achievers’ own ASPIRE recognition program. While we don’t have the space to feature all of our employees in one blog post (wish we could!), every member of the Achievers family deserves massive recognition for all the A-mazing work they do. Thank you A-players for staying engaged, recognizing your peers, and helping our customers boost employee engagement in their own workplaces.

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It’s important to spread employee appreciation across your organization frequently, not just during one week of the year. You’ll be surprised at how impactful it can be. After all, 69% of employees cited Recognition and Reward as a motivator to stay at their current job in 2018. Take the first step and recognize someone today for a job well done.

Looking for fun ideas on how to show employee appreciation? Check out our blog post 20 Fresh Ideas for the Best Employee Appreciation Week Ever.

Remember, don’t fall short when it comes to engaging your employees. Learn the consequences by accessing Achievers’ white paper The True Cost of Disengagement.

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We’re excited to share that Achievers has been nominated for the Canadian HR Reporter’s 2018 Readers’ Choice Awards in two categories: Employee Engagement Programs and Recognition Programs & Awards. Share your love for Achievers and vote for us today before the March 19, 2018 deadline. Vote here.

Do you have any thoughts on this article? Share your comments below.

About the Author
Kellie WongKellie Wong is the Social Media & Blog Manager for Achievers. She manages The Engage Blog and Achievers’ social media presence, including the editorial calendars for both. In addition to being the final editor of all blog content for The Engage Blog, she also manages and maintains relationships with 35+ guest blog contributors. Connect with Kellie on LinkedIn.

 

 

 

 

The Power Behind Engagement

Top Four Benefits of Employee Engagement

People are always complaining about their jobs; whether it’s a boss who drives you up the wall, work that bores you to tears or even the nagging suspicion that you’re being underpaid, each unhappy employee has their own reasons for dreading a Monday morning. But when all this unhappiness and discontent gets added up, it turns out it’s having a profound impact on economies everywhere: we’re in the midst of a global employee engagement crisis, with just 13% of employees worldwide engaged with their jobs.

So what exactly does this mean? An easy way to think about employee engagement is to look at your existing staff. Engaged staff are often your best performing employees – they’re efficient, motivated, understand their role and tackle it to the best of their ability. Naturally, we think all employees will be like that when we hire them – otherwise, why bother?

During job interviews, most candidates are very enthusiastic about the job on offer and if you hire them, it’s normally this enthused and engaged person that you actually want working for you. Yet if you find yourself looking at that same excited candidate a year into the job and seeing that they’re unmotivated, checked out and unhappy, it’s clear that they’ve become disengaged. If that’s the case with many of your employees, you might have a problem brewing.

employee engagement table

It doesn’t matter if your business is a tiny start-up or huge multinational corporation – disengaged staff can run it to the ground. As employee engagement drops off, business owners find that deadlines start getting missed, staff are constantly off sick and employees start leaving the business in droves. Work slows down to a crawl, leaving engaged staff to pick up the slack and heightening their stress levels (possibly leading to them hating their jobs too!)

Luckily, by focusing on employee engagement and happiness, you can revive even the most lifeless of workforces. Read on to find out about the top benefits of employee engagement, along with some tips on how to improve it throughout your business.

1. Cost-Savings

Disengaged staff are slowly draining the life out of your business. In the UK, employee disengagement is costing businesses around £340 billion every single year in lost productivity, while in the USA Gallup estimates this figure rises as high as $550 billion.

It’s easy to see how – if you’re paying someone to do a job and they’ve only put in half the effort necessary, they’ll still get paid even if you don’t get the results you need. As for very disengaged employees (often easily identified by their miserable and disruptive attitudes), you may as well be giving money away. Employee disengagement can easily decimate the return on investment on salaries.

On the other hand, engaged employees will improve your profitability and drive revenue. In fact, workforce opinion surveys show that highly engaged employees can boost business performance by 30%. This is because engaged employees are emotionally committed to their company, its values and its goals. They want the business to do well and will do their best to help it succeed. The hard numbers prove this too – companies with engaged employees outperform those without by 202%.

Luckily, there are ways you can help to foster this sort of commitment. For instance, people who are bored to death at their jobs are unlikely to care about it much, whereas 78% of employees who say their companies encourage creativity and innovation are committed to their employer. It’s easy for businesses to get into a “this is how we’ve always done it” rut and resist change, but data like this shows that this attitude is detrimental to employee engagement. Instead, actively encourage employees to innovate and explore new ways to do things. They’ll enjoy their jobs more, be more committed and help to power your business forwards.

2. Lower Turnover

Did you know that whenever a staff member leaves, it can cost 33% of their salary to replace them? Hiring recruiters is expensive, but even if you look for someone independently you’re going to need to spend valuable time and money on advertising the position, and screening and interviewing candidates. And that’s not the end of the problem – it’s unlikely a new person will be as comfortable in the role as their predecessor – they’ll require training and time to acclimatize to their new job. In fact, a new employee can take up to 2 full years to reach the same level of productivity as an existing staff member. In the vast majority of circumstances, that’s going to mean some degree of lost productivity.

It’s clearly in a business’ best interests to retain as many of their staff as possible, but with widespread disengagement becoming more and more of a problem, employees are more likely to leave their jobs than ever before. A job for life has become a thing of the past. Estimates vary, but research suggests that as many as 51% of employees were looking to leave their jobs in 2017. And for those who are worried about employees being poached by recruiters and competitors, you might have reason to be paranoid – 81% of employees would consider leaving their current role for the right offer.

On the other hand, a marker of engaged staff is company loyalty. Highly engaged staff are 87% less likely to leave an organisation than less engaged staff. So if you want to reduce staff turnover, it’s worthwhile to take a look at exactly what’s ruining engagement and driving people to leave:

With this in mind, who you hire as a manager and the way you train them is absolutely vital for employee engagement. Audit your existing managers to ensure that they’re fit to lead, and be selective when hiring new ones. An effective manager prioritizes supporting their staff, leaving employees feeling far less disenchanted with their jobs. Furthermore, by implementing company-wide recognition programs, staff will feel more appreciated and motivated to work (rather than just motivated to find a new job).

3. More Productive Employees

As Albert Einstein once said, “The best creative work is never done when one is unhappy.” This remains true in the modern workplace, with overall productivity increasing by 20-25% when employees are engaged.

A big factor in reducing productivity and engagement is work overload and excessive stress. Some managers think that by setting more work and piling the pressure on, they’ll get better results. If you’ve ever felt overwhelmed at work, you probably know that the opposite is true:

It’s clear that stress is not an effective motivator. Instead, take a positive and constructive approach to each employee’s work to ensure that workloads are manageable. Implement effective and personalized feedback and communication structures that allow employees to raise any problems they’re having in a non-judgmental setting.

4. Happier Customers

Happy employees create happy and satisfied customers, and the numbers prove it: companies with a formalized employee engagement program enjoy 233% greater customer loyalty. It makes sense, really – if you’re unhappy at work, the last thing you want to do is have a chirpy, helpful conversation with a customer.

It’s worth noting that part of the reason for this is that engaged employees are often well-trained employees. Far too often, companies neglect thorough training programs in favor of ad-hoc and informal “on-the-job” style training.  This sort of training often delivers inconsistent results, with employees feeling they lack the skills and knowledge to perform their role properly: 28% of employees feel they’d be more productive with better training.

Meanwhile, employees who have received comprehensive training deliver superior customer service and achieve better results for their company. For salespeople, formal and dynamic coaching can improve their win rates by 28%. Furthermore, a lack of training frustrates employees and gives the impression there’s little room for development in their current role. Indeed, ongoing employee development programs beyond initial training periods are absolutely crucial; in a survey by CV Library, 31% of respondents cited a lack of development opportunities as the top reason for wanting to quit their job. If you want engaged employees, you need to invest in their future. After all, you stand to benefit too!

The Bottom Line: Employee Engagement is Worth the Investment

At the end of the day, your employees are more valuable and important to your business than any other asset. People spend a third of their lives at work, and it’s in your best interests to make sure they’re not miserable that entire time.

Management shouldn’t be about forcing as much work as possible out of employees at any cost. You want employees that are happy at work & want their company to succeed, rather than someone who’s looking for a quick exit because they’re unhappy.  By prioritizing employee engagement, you can enjoy all the above benefits: greater profits, lower turnover, more productive employees & happier customers…It really is a win-win situation!

To learn more about the importance of employee engagement, take a look at Achievers white paper The True Cost of Employee Disengagement.

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About the Author
Becca Armstrong Becca Armstrong is a content writer for MadMax Adventures, a purpose build outdoor activity center near Edinburgh, Scotland. They run corporate away-days for businesses that want to improve organisational performance by developing more cohesive teams, rewarding high performance or building relationships with valued customers.

 

 

 

 

Celebrate Your Employees

10 Meaningful Ways to Celebrate Your Employees

Are you celebrating your employees on a regular basis? The people who work for your organization perform essential functions for you, and in return you should respect them, appreciate them, and be supportive of them. It’s time to celebrate your employees with thoughtful gestures that can take their employee experience to the next level. Here are 10 meaningful ways to show your employees how much you appreciate everything they do:

1. Eliminate the Bullies

Even careful hiring and screening procedures can fail occasionally, accidentally adding a bully or troublemaker into the employee mix. This can demoralize the rest of your staff, and you may lose some of your more dedicated workers. A 2017 nationwide survey of workplace bullying found that 60 million people are affected by bullying on the job, and 29 percent of the victims remain silent about it. Basic concern for your staff begins with making sure they feel safe at work.

2. Get to Know Your Employees Better

Communication works more effectively when people know each other better. Zappos, famed for its employer brand, has an “80-20 rule,” which mandates that managers spend at least 20 percent of their time with their team members. Zappo’s Insights trainer Kelly Wolske says, “When you get to know each other on a personal level, mutual respect grows. Knowing someone’s triggers as well as their strengths can also improve communication.”

3. Offer Employee Recognition

Levi King, CEO of Nav and founder of Lendio and other businesses, emphasizes the importance of acknowledging everyone’s contributions as a way of showing appreciation in the workplace. He writes, “Go out of your way to acknowledge unique efforts and success. Recognition is the icing on the cake of achievement, and it tastes delicious.”

4. Design Workspaces That Encourage Movement

Innovative companies are taking a second look at the layout of workspaces and increasing their employees’ productivity by encouraging them to move around during the day. A recent paper by design company Teknion notes that most office jobs keep workers tethered to a chair, while “alert, engaged, and healthy workers are most often those who are afforded a stimulating and inspiring work environment that encourages movement — to sit, stand and walk around.”

5. Define a Career Path for Each Employee

A major factor that leads workers to seek new employers is stagnation at their current jobs. “Workers who stay longer in the same job without a title change are significantly more likely to leave for another company for the next step in their career,” according to Andrew Chamberlain, chief economist at Glassdoor. Neglecting employee development can also have a measurable negative effect on your company’s bottom line.

6. Set an Example of Positive Energy

If you don’t seem glad to see your employees each day, those workers aren’t going to feel that they matter to you. Show that you care about them as people by putting out vibes that are encouraging and upbeat. Leadership trainer Shari Bench tells managers, “Do not wait for others to create the positive, rewarding, motivating environment that you have had the power to create all along.”

7. Ask for Employee Opinions

When you care about people, their opinions are important to you. The reverse of this statement is just as true: If you ask people about their thoughts, preferences and creative ideas, they will feel that you value them as individuals. Entrepreneur recommends that managers “ditch the suggestion box” and instead create a culture of transparency and fearlessness, in which everyone feels encouraged to speak up.

8. Reward Good Efforts

According to a study published in Business News Daily, “85 percent of workers surveyed felt more motivated to do their best when an incentive was offered, and 73 percent described the office atmosphere as ‘good’ or ‘very good’ during an incentive period.” The article notes that reliably offering employee rewards and incentives elevates levels of employee engagement, an essential element for building a sustainable business.

9. Encourage Employees to Take a Break

We don’t just mean coffee breaks here. Your workers need to have your permission — and in some cases, your friendly insistence — that when they leave work at night, they can ignore work emails and focus completely on the rest of their lives. To maintain good health and avoid burnout, they need to take all their vacations days as well; American workers left 658 million vacation days unused in 2015, lowering their productivity and depressing their attitude about their jobs.

10. Don’t Forget Free Food

No discussion of valuing your workers would be complete if we didn’t mention snacks. Food is one of those perennial forms of caring guaranteed to delight almost everyone. In a recent survey of millennials, 48 percent said that if they were looking for a new job, the availability of snacks would be a factor in their decision, and in one company, workers said the introduction of a seltzer machine was “life-changing.”

The common thread among all the measures listed above is that employees feel valued when their needs and efforts are individually recognized. To optimize your company’s productivity and attract the best talent in a competitive market, you must create a culture of recognition. To learn more about how to establish best-practice methods for giving employee recognition and rewards, download our e-book, “Recognition Culture: The MVP of Employee Experience.”

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A Culture of Learning

5 Reasons to Create a Culture of Learning in Your Organization

Traditionally, a six-figure salary and 401k options were enough to attract and retain top talent. We no longer live in a traditional world—and the modern workplace has come a long way from what it used to be. While these benefits are still important to employees, they’re not prioritized like they once were. Today, employees are more focused on finding a company that has a positive, strong company culture revolved around learning and growth.

To cater to the “modern” employee and remain competitive in your respective industry, you have to focus on the development of a strong company culture that supports learning and employee growth.

Here are five more great reasons to bring this culture of learning to your organization.

  1. Employees Want to Learn

Today’s employees are eager to develop their skills. According to DevelopIntelligence’s 2017 DI Developer Survey, 55 percent of those surveyed said they seek out training in order to meet current or upcoming needs or to advance their careers. Organization’s that embrace a culture of learning not only encourage learning, but have an opportunity to provide their employees with these opportunities and experiences.

Try it: Start by asking each team what they want to learn about. Perhaps they’ll be interested in attending one big conference, rather than having a series of smaller in-office seminars. The more interested your employees, the more effective the opportunity will be.

  1. Employees Want to Grow

Not only do employees want to learn, they also want a chance to grow professionally and advance their careers. In a recent Gallup poll, 87 percent of millennials said development is important in a job. Learning and development go hand in hand, help employees become the successful employees they want to be.

Try it: Tie learning and promotion opportunities together. Give employees a chance to show they can take on a new position, empowering them to advance themselves both professionally and personally within the workplace.

  1. Learning Reduces Turnover

Did you know that 40 percent of employees who receive poor training and limited opportunities for development will leave their job within five years? On the other hand, a Columbia University study found that that the likelihood of job turnover at an organization with rich company culture is a mere 13.9 percent. Make learning a part of that culture and you may see your turnover rate plummet to zero.

Try it: Don’t just talk the talk, walk the walk by providing training that’s actually valuable, actionable and useful for every employee. Liz Alton, contributor to ADP’s Spark blog suggests implementing a Learning Management System (LMS), developing paths for every employee, and creating learning processes, like mentorship, which is found to be more effective than seminar-style opportunities.

  1. Engaged Employees Are Productive

Giving employees the opportunity to learn, develop, and grow will increase employee engagement—and engaged employees produce better results. According to Gallup’s 2017 Employee Engagement report, those companies in the highest quartile experience 17 percent higher productivity, 20 percent higher sales, and 21 percent higher profitability among many other positive metrics resulting from higher engagement levels.

Try it: Pair learning opportunities with an HR technology platform like Achievers, which allows you to keep employees engaged with recognition, milestones, and rewards. With an effective employee recognition program, you can ensure employees are being frequently recognized and rewarded by both peers and management for their achievements in learning and development.

  1. Learning Fosters Innovation

Companies that emphasize continuous education and development are able to develop the talents of their employees on a regular basis. This focus on talent development is a top priority for 80 percent of top executives, according to the 2017 Workplace Learning Report.

Try it: Use Intrapreneur programs to empower employees to use their new skills to innovate within the organization. As you build your program, keep these four building blocks in mind.

Create a Culture of Learning This Year

Employees want to learn. Learning keeps employees engaged. Engaged employees are productive and happy. Creating a culture of learning benefits everyone involved, and can be brought into any business, big or small. Use these simple reasons as inspiration to help your employees become the people they want to be, while taking your business to the next level.

Take the first step towards improving your culture by accessing the eBook Recognition Culture: The MVP of Employee Experience.
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About the Author
Jessica ThiefelsJessica Thiefels has been writing for more than 10 years and is currently a professional blogger and freelance writer. She spent the last two years working tirelessly for a small startup, where she learned a lot about running business and being resourceful. She now owns her own business and has been featured on Forbes. She’s also written for StartupNation, Manta, Glassdoor and more. Follow her on Twitter @Jlsander07 or connect on LinkedIn.

 

 

 

 

Employee Engagement Predictions

5 Employee Engagement Predictions for 2018

Employee engagement is critical to retention. Don’t believe us? The Bureau of Labor Statistics reports that the median period people stay in their jobs is just over four years. And for those age 25 to 34 it’s even less (2.8 years). Broaden this to all millennials, and you’ve got a group that’s even more on the move – a scary prospect given they make up roughly a third of today’s U.S. workforce. So what’s a company to do? Read on for 5 employee engagement predictions – and they’re just the tip of the iceberg.

1. Employee Engagement Deniers, Seek Help Now

The biggest prediction for employee engagement in 2018? Adoption is not an option; it’s a necessity. If you don’t have already have an employee engagement strategy, get one. Even Fortune 500s compete with the gig economy, which trades the traditional work perks of a guaranteed salary and benefits for freedom, flexibility and creativity. Make sure your engagement strategy reflects those desires.

Not only must you have a strategy, you have to be ready to deploy it in as many ways as possible and as early as possible. Passing the drug test shouldn’t be the top onboard “win” for your new hire. Look into attractive benefits plans, flexible work hours or locations, gamification software, or learning opportunities that you can present during the interview process. And remember: today’s employee knows far more about you than you know about them when they walk in the door.

2. Your Employee is Your Customer

Forbes writer Denise Lee Yohn has dubbed 2018 The Year of Employee Experience (EX). This concept transcends traditional employee engagement (better HR, perks and swag, employee as customer, integrated communications) and encompasses “everything the employee experiences throughout his or her connection to the organization.” Consider who your employee is outside your building. Yohn cites compelling research that EX grows corporate stature and profits. We’re not saying to ignore the basics, but nobody buys the house for the foundation. And don’t be surprised if you start seeing “CEXO” – Chief Employee Experience Officer – creep into the C-suite.

3. Make Work Less Work

Before we get to the sexy stuff (integrated platforms!), let’s talk about some employee engagement basics: how people get their daily work done. In a 2016 Oracle Global Engagement study, only 44% of employees felt their companies used the latest technology to support their work. Are you making things easier or harder for your employees? And are you looking beyond the ubiquitous Microsoft Office suite (please)?

Today’s tools (e.g., Slack, Basecamp, Quickbase) feel more collaborative because they are. It’s not about a single person getting their work done, anymore. It’s about teams getting better work done together. But don’t forget to plan for change management. The best tech tools are worthless if they’re not adopted. It’s critical for you to answer “What’s in it for me?” for each employee. Desire is a powerful CPU.

4. Integrate, Analyze, Improve, Repeat

Whether you’re just now designing your employee engagement platform or fine-tuning it, you’ve got to think holistically and create an experience that supports your employees’ entire career path – unless you want it to be with another company.

From platforms that manage basic employee reward and retention programs to more sophisticated offerings that integrate social media, gamification, and even budget targets, technology-based employee engagement is on the rise. For example, Achievers offers a robust employee recognition and engagement platform with a full suite of tools to keep HR continuously informed and employees engaged. The more components included in your solution, the richer the data. It’s like having your own personal dashboard of what motivates your workforce.

Stephen Hunt with SAP Human Capital Management Research writes: “We will see exponential growth in the use of artificial intelligence, chatbots, intelligent services, machine learning, mobile solutions, and social platforms to make work more enjoyable, simple, and engaging.” Critical to these platforms is user-friendliness, mobility, and real-time feedback (think Pulse surveys, not the antiquated annual breed). And speaking of employee engagement, you might want to involve your employees and company brand in your platform’s design if you want it to succeed.

5. Wellness Tech Will Rival Work Tech

Collaboration tools: check. Integrated platforms: check. Health tech? Absolutely.

Even in wellness, tech is playing a bigger role in employee engagement. FastCompany reports that BP, Bank of America, IBM, Target, and other big names are putting wearables in their employees’ hands (and on their wrists). In 2016, FitBit launched Group Health, putting its product at the forefront of corporate wellness programs that are increasingly integrating downloadable fitness data into their health incentive tracking dashboards. In 2018, more and more companies will be helping employees get their 10,000 steps – understanding that an active body outside the cube promotes a more active mind inside it.

These are just a few of the ways great companies are thinking about employee engagement in 2018. Remember: you don’t have to be Google and your office park doesn’t have to be a self-sufficient compound to offer an awesome employee engagement experience.

To learn more about where employee engagement is heading, check out this infographic highlighting results from Achievers’ “New Year, New Job?” 2018 survey.

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About the Author
Laura Beerman
Laura Beerman is a writer for TechnologyAdvice. Her insights have appeared in RevCycleIntelligence, Becker’s, InformationWeek and other outlets. She has spoken nationally on population health, long-term care, and been interviewed by The Wall Street Journal for her accountable care predictions. She resides in Nashville with her Canadian husband and American kittens. You can find her on LinkedIn.

 

 

 

 

Support Team Well-Being

6 Ways Managers Can Support Team Well-Being to Drive Engagement

Helping companies and employees feel more connected, Limeade and Achievers have joined together to create a seamless, simplified employee engagement experience. Read more about the partnership announcement here.

At Limeade, we believe true engagement happens when people feel good and have a sense of purpose.

We define employee engagement, or “Big E” engagement, as the extra energy and commitment that comes from this sense of purpose and connection. We look at engagement through the lens of well-being because our research shows that well-being is a precursor to engagement — and how your organization supports well-being is a critical part of the equation.

After a deeper look into our research, we found that the single most important way to support employee well-being is through immediate managers.

This year, make sure your managers are supporting employee well-being by following our six tips.

  1. Schedule frequent 1:1 meetings with your team members. Listen and invite an open dialogue to cultivate discussion about their projects, tasks or roadblocks.
  2. Be a role model for well-being improvement by communicating your own well-being priorities with your teams. Tell them about your goals and the steps you’re taking to reach them.
  3. Send frequent messages of support and encouragement to your teams to call out their great work. Thank you cards or real-time recognition, whether monetary or social, during team meetings are a great way to show your employees you care.
  4. Get to know your team on a personal level in order to understand what matters to each employee. Some employees will want to focus on work-related topics while others will open up about their goals and challenges.
  5. Invest in your employees for the long-term by providing career development or cross-functional training. Side projects that help them develop new skills will show them you care about their development.
  6. Assume positive intent from your employees and give them more control over their schedules. It’s about trusting employees to get their work done on a schedule that works for them.

It’s time for managers to transform themselves into leaders, and it starts with supporting employee well-being with these six tips. Do you want more tips and tricks? Check out this full list of steps to help elevate your authentic commitment to employees.

Do you want to learn more about Achievers and Limeade’s partnership? Watch the video below to see the partnership in action.

Create a connected employee engagement experience with Achievers and Limeade.

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Limeade is an employee engagement platform that builds great places to work by improving well-being and strengthening workplace culture.

 

The Neuroscience of Engagement

The Neuroscience of Employee Engagement

Job satisfaction is at the heart of employee engagement. And as early as 1959, it received decisive momentum when Psychologist Frederick Herzberg published the Two Factor theory of motivation. Herzberg’s research suggests that fulfilment at work is due to two set of factors:

  1. Motivators – intrinsic conditions of the job
  2. Hygiene factors – extrinsic factors causing in dissatisfaction if absent

With more advancements in brain science over past decades, Herzberg’s psychological studies have been given deeper scientific substance. Today, neuroscience (the study of the nervous system) can explain the fundamentals of human motivation at a molecular level.

This makes me question: how can we leverage neuroscience findings to help optimize employee engagement initiatives?

Let’s explore …

Neuroscience and Motivation

In “Motivation on the Brain – Applying the Neuroscience of Motivation in the Workplace”, Kimberly Schaufenbuel details the four core drivers of motivation at work:

  1. Drive to Defend: this is the only brain circuit triggered when people feel threatened.The most common “threat” at work is to feel undervalued. Usually triggered by lack of feedback or line manager interactions, it can be fixed through continuous, positive feedback.
  2. Drive to Acquire: the need to seek, to take control, and to retain objects and personal experiences of value in pursuit of immediate gratification.This can be fulfilled with short term gratification through employee recognition and rewards.
  3. Drive to Bond: the brain is wired to be social, and this drive allows like-minded people with shared interests to work cooperatively together.This is strengthened by a company culture where collaboration is valued, and leaders positively “walk the talk”.
  4. Drive to Learn: The natural desire to make sense of our world and ourselves. It exists in a cooperative atmosphere where curiosity is rewarded and knowledge freely shared.Through appreciation and gratitude, you can encourage creativity and learning.

Address the Drive to Defend: Continuous Feedback

Drive to Defend- Neuroscience and Engagement

Did you know that our brain interprets “social pain” much like physical pain?

This is the conclusion of the work by Naomi Eisenberger, Psychologist at UCLA.

Let’s take employee feedback and annual reviews for instance. If sporadic, people can experience those as an attack on their “status”. The brain is quick to perceive feedback like a physical attack, and reacts with a defensive strategy.

Achievers, a leader in employee engagement and recognition, has been an advocate of continuous feedback and listening. Egan Cheung, Vice President of Product at Achievers, shared at the 8th Annual Achievers Customer Experience (ACE) conference in New Orleans:

“To engage a modern workforce, an organization needs to be continuously listening to its employees.”

Access to constant feedback is now real. Achievers recently released Listen, where employees can provide feedback to management on their day-to-day issues via check-ins and pulse surveys.

Achievers’ Listen goes even a step further, taking into consideration the importance of positive feedback. Allie, an intelligent, digital “coach”; interacts with employees in a familiar conversational way, while guiding employees with effective feedback and providing recommendations back to managers.

Address the Drive to Acquire: Incentives

Drive to Acquire - Neuroscience and Engagement

The value of incentives to motivate employees has been debated for long. Still, money can be effective to express appreciation: a survey by Harris Interactive and Glassdoor revealed that 75% of employees consider a pay raise as a form of appreciation.

But some leaders argue material gifts are a short-term fix only. What does neuroscience to say about it?

Receiving a gift triggers an immediate dopamine response in the brain. Described initially by Wolfram Schultzreward more than 30 years ago, reward systems in the brain heavily influences our behavior.

Achievers’ platform is a good example of alternatives to cash bonuses. Through points-based employee recognition, each employee can receive monetary and non-monetary based rewards and recognition.

And it works! As shared at ACE 2017, organizations using a rewards and recognition technology solution reported better levels of employee engagement, employee retention, and productivity over the course of a year.

Address the Drive to Bond: Social Connection

Drive to Bond - Neuroscience and Engagement

Matt Lieberman is the Director of UCLA’s Social Cognitive Neuroscience lab. In his TEDx St. Louis talk “The Brain and Its Superpowers”, he shares:

“Social is not one of our programs. It is our basic operating system.”

According to Matt Lieberman, the default state of the brain (when where we’re not cognitively engaged in anything specific) is to deepen our social cognition network. He shares:

“This network comes on like a reflex to think about other people’s minds — their thoughts, feelings and goals…It promotes understanding and empathy, cooperation and consideration.”

Promoting social bonds is a pivotal dimension of employee engagement. As organizations go global, a common platform to share and connect is a simple way to tap into social drive.

A case study covering Ericsson’s employee engagement and recognition program stated:

“The program spreads positivity throughout the geographically dispersed organization, connecting employees – through recognitions they post on daily basis – to each other, and to the company”

Address the Drive to Learn: Appreciation
Drive to Learn - Neuroscience and Engagement

Small acts of generosity and gratitude trigger a specific neurobiological feedback loop. Glenn R. Fox (Brain and Creativity Institute at USC), conducted extensive research and concluded:

“When the brain feels gratitude, it activates areas responsible for feelings of reward, moral cognition, subjective value judgments, fairness, economic decision-making and self-reference.”

Employee recognition can directly impact employee engagement levels. As the brain responds to gratitude with a positive feedback loop, needless to say that a recognition-based culture can do more than a feel-good effect! The by-products of gratitude at work are serious business assets, such as enhanced creativity, increased happiness and productivity, and better cooperation within teams.

By aligning your employee engagement strategies to main human motivation drivers, you tap into dopamine reward loops and create a lasting positive feeling.

What is the value behind employee engagement? To learn more, download this white paper covering The True Cost of Disengagement. 

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About the Author

Coralie SawrukCoralie Sawruk helps global organizations create efficient team dynamics. A people-person at heart, she believes the ultimate competitive advantage is created by the right talents working hand-in-hand, cheerfully.

Coralie shares her insights on human-centric leadership and leading happy teams on her website.

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Build an Engaging Office Culture

4 Steps: How to Build an Engagement-Driven Office Culture

The importance of employee recognition and engagement cannot be overstated. Companies everywhere are shelling out billions every year for HR programs designed to enhance their office culture and improve employee productivity. Yet, according to Gallup’s 15-year study, the percentage of American workers that are “actively engaged” at the workplace remains fairly stagnant, with an average of just around 32%.

Gallup StudySource: Gallup

This begs the question: why are some employee engagement programs working while others aren’t?

Designing an engaging office culture requires more than just planning birthday parties or patting a worker on the back for a job well done. Engagement strategies can’t be forced; they need to be implemented carefully and encouraged in order to make an impact.

So what should you do to get your workforce more involved?

If you’re looking to build an engagement-driven office culture, check out these four common traits of successful culture initiatives.

  1. It All Starts with Leadership

Teams look to their leaders to set examples of proper behavior. The effect management has on employee engagement and motivation is astounding. According to Gallup’s State of the American Manager Report, leadership has the strongest impact on employee engagement levels in a workplace. Management is responsible for 70% of the variation in employee engagement levels, and workers who had proactively engaged managers were nearly 60% more likely to be engaged themselves.

There is no denying that managers are largely responsible for the office culture of their organization, and therefore, it is up to them to make the necessary changes for improvement and become employee engagement champions. When they strengthen their leadership practices and become more hands-on, teams will likely follow suit.

One practice that leaders must absolutely do away with is abusing company talent in any way, shape, or form. Only about 20% of office workers feel that management motivates them to do their best. Mismanagement, poor job design, or unfulfilled expectations are some of the leading causes of employee disengagement. Many workers feel that managers misuse their skills in the office by not providing opportunities to use their key skills. Underutilization or overworking employees are both major mistakes that can cause frustration, disengagement, and eventually, higher turnover rates.

Leaders with poor communication skills, micromanaging tendencies, or other negative traits can quickly discourage employees and create negative behavior among the team. In order to push for a more engaged environment, leadership must first establish a set standards and examples for others to follow.

  1. Focus on Culture Fit from the Start

We all have a desire to fit in with our peers, and it can be very frustrating and disheartening to new hires who just don’t quite mesh with the new company culture. In fact, IBM’s study found that 20% of workers left a position because they did not fit in with the company culture.

IBM Study Source: IBM

Culture fit is critical to employee engagement and happiness, especially when it comes to new hires. By focusing more on culture fit from the very beginning during the recruiting process, employers will find it easier to boost employee engagement levels while simultaneously decreasing turnover and increasing retention.

HR technology plays a huge role in employee engagement, and it can simplify the tedious process of finding new talent that are great culture fits. If you really want to be more accurate at finding employees that fit your culture, you can incorporate more data-driven insights into your hiring process. For example, there are certain HR tech platforms out there that can track applicant’s personality traits, problem solving abilities, and even professional values.

  1. Get Everyone Involved in Team Decisions

When you think of companies with great employee engagement programs, one that probably pops into mind is Southwest. The low-fare airline has really set the bar for employee enthusiasm and satisfaction levels by finding new ways to get the team involved with the company. When the business decided it was time to redesign company uniforms in 2016, they allowed employees to select the colors, fabrics, and details. All employees were then able to vote for a final decision.

The airline’s founder, Herb Kelleher, understands the importance of building a business that values everyone’s opinions and participation.

The things you can’t buy are dedication, devotion, loyalty – the feeling that you are participating in a crusade.” – Kelleher

Collecting honest feedback and suggestions is the key to building an office culture of innovation in which everyone can feel open to participate. An engaged employee often feels connected to their organization because they understand the unique role they play in its success.

  1. Encourage Interests Outside of the Office

69% of the healthiest and happiest organizations in the country offer programs for professional skill development, proving that a little extra motivation can make all the difference. Encouraging employees to work on things they are passionate about not only provides satisfaction, but also helps them achieve their fullest potential.

Innovative workplaces that encourage employees to get involved with passion projects will build an office culture that thrives. Google is famously known for encouraging employees to pitch their own business ideas and even pursue personal projects to fuel innovation and engagement.

Finding ways to support non-profits or good causes is more than just a nice thing that businesses can do. Fortune reported that up to 59% of respondents to a survey agreed that they would prefer to work for a company which supported a charitable organization over one that didn’t back any, and many were more likely to buy products from such businesses as well. More and more businesses are urging their employees to get involved with charities. Tom’s of Maine is a great example – they require employees to spend 5% of their paid work time volunteering.

Employee engagement shouldn’t just run from Monday to Friday, 9 to 5. It must be practiced beyond the office, too. Keeping everyone inspired to develop, grow, and improve, even after they’ve clocked out, can help everyone in the business aspire to be something better.

Over to You

Businesses that prioritize employee engagement will create more enjoyable office cultures for everyone. Leaders must set the standards, but it is also important to build a strong team from the bottom up. Getting every single person involved by listening to their opinions and encouraging personal interests can help keep the momentum going.

Building an amazing company culture takes time, but the rewards are well worth the wait!

To learn more about the importance of strong culture, check out this white paper on The True Cost of Disengagement

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Start building an engagement-driven culture with Achievers and Limeade. Watch this short video to see the partnership in action.

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About the Author
Lori Wagoner is a market research consultant. She advises small businesses on new ways to find local and national business. She’s an avid blogger and writes for sites such as Small Business Can, Tweak Your Biz and Customer Think. You can catch her on Twitter @loridwagoner.

 

why employees quit

Understanding Why Employees Quit

Knowing what makes employees quit — and then heading off those problems — is the goal of every HR department. While you’ll never be able to avoid individual events that disrupt the lives of workers and their families, it’s helpful to have an overview of preventable causes for employee churn. People leave jobs for several classic reasons, according to Harvard Business Review, all of which are somewhat predictable. The key is to understand each reason well enough to defuse it with a proactive intervention. Here are the main reasons workers cite for leaving their positions, and how you can slow this expensive leakage and build your employee retention:

They Don’t Get Along with Their Boss

This reason is the elephant in the room, and we can’t discuss employee retention without starting here. Gallup CEO Jim Clifton points out the primacy of management know-how: “When you name the wrong person manager, nothing fixes that bad decision. Not compensation, not benefits — nothing.”

When an exit interview or other feedback shows that you have a problem manager, you need to rectify the situation as soon as possible. If the person seems open to developing new skills, it’s often worthwhile to provide them with intensive management training. However, if real change doesn’t seem possible, you’ll ultimately save money by replacing them with someone who simply has better management skills.

Their Lives Take a New Direction

This may be unexpected, but research cited in Harvard Business Review notes that job-hunting rates jump by 12 percent right before a worker’s birthday. Researchers speculate that a person is often stimulated by the arrival of their birthday or another milestone to take stock of their life and see if their career is going in the direction they want. While you have limited input into this private self-examination, it’s helpful to incorporate a personal check-in along with celebrating your employees’ birthdays. Are they happy with their job? What are their current thoughts and ambitions?

Their Careers Aren’t Moving Forward

In today’s networked marketplace, your most talented employees are going to keep an eye on opportunities in their field, and Gallup’s 2017 report on the State of the American Workforce finds that 51 percent of them are ready to jump ship at any given moment by actively looking for a new job or watching for openings. Harvard Business Review notes that Credit Suisse responded to this tendency by having their internal recruiters cold-call employees to let them know about new openings arising within the company that they might be qualified to fill. This program ended up moving 300 employees into more challenging positions and saved the company $75 to $100 million in employee turnover costs.

They Don’t Feel Challenged

Human resources expert Susan Heathfield warns employers that they have to make sure their workers are actually using their skills and abilities, and Gallup’s report found that 68 percent of today’s workers feel they’re over-educated for their current positions. While this is related to building a career path, it’s not the same. A position may have a title that looks great on a resume, but if the day-to-day operations don’t actually feel interesting and engaging, the worker is going to be looking for the exit door. Heathfield notes, “Work closely with employees who report to you to ensure that each employee is engaged, excited, and challenged to contribute, create, and perform. Otherwise, you will lose them to an employer who will.”

The Company Lacks Vision

To keep great workers, you have to make it possible for them to feel aligned with a company vision that’s both meaningful and tangible. Gallup CEO Jim Clifton, in his foreword to the 2017 report, puts it succinctly: “Change from a culture of “paycheck” to a culture of “purpose.” Your very best employees are the ones with a powerful sense of internal motivation, and you nurture that motivation by showing them how their efforts contribute to the overall goals of the company. CNBC notes, “Some of the most successful companies are able to attract and retain great employees because they are great at communicating their vision all the way from the top down to the front-line workers.”

Their Efforts Aren’t Recognized

While it’s essential to give your employees the sense of purpose mentioned above, that alone is not sufficient. Even your top workers, who care passionately about doing a good job, still have a psychological need to be recognized for the effort they expend. Emotional intelligence leader Travis Bradberry comments that a failure to recognize good work is one of the biggest mistakes a manager can make. He writes, “It’s easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated. Everyone likes kudos, none more so than those who work hard and give their all.” Establishing a system for employee rewards and recognition is fundamental to nurturing those human resources that your company is lucky enough to have.

In today’s tight labor market, it’s more expensive than ever to lose a good worker. Josh Bersin of Deloitte points out that employees are “appreciating assets,” while the cost of losing one is generally about 1.5 to 2 times the person’s annual salary. Furthermore, the increasing team emphasis of many workplaces makes it harder than ever to integrate a new hire. Keeping your workers engaged is essential to running a successful business, and every manager needs to stay focused on this goal. To learn more about employee turnover, check out our infographic 6 Stats That Speak to Employee Retention.

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Female Employee Must-Haves

What Female Employees Really Want in the Workplace

This is not the 1960s, but it’s difficult to convince many female employees who function within outdated corporate Human Resources policies. The policies read like a military manifesto by describing rigid schedules and failing to mention recognition and reward systems or establishing promotion policies favoring men. The HR policies form the unforgiving backbone of an organizational culture that disengages the modern woman, even as the organization struggles to understand why it cannot meet gender diversity workforce goals, has difficulty with recruiting and hiring talented and skilled women and is challenged with low female employee retention rates.

Tale of Two Worlds

Gallup data found that 48 percent of female employees say they are actively looking for a different job or watching for new opportunities. Though 73.5 million women over the age of 16 are working, they’re often caught between two opposing worlds. In one, she’s viewed as capable of career success and managing work and family. In the other, she’s criticized for denying her children a full-time mother to pursue a career. For the majority of women, it’s children who have the most influence, so the ability to achieve work-life balance is a major determinant of happiness.

A Matter of Importance

As a business leader, you are challenged with finding ways to make the workplace engaging to female employees by developing an inclusive culture, implementing HR best practices and recognizing and addressing issues of importance. Following is a list of what female employees desire in the workplace to find happiness.

Supportive Culture

The workplace culture influences gender diversity because it impacts talent management practices, interactions with co-workers and managers and career opportunities. A positive culture encourages employees to assist each other and to treat each other with integrity. It emphasizes the meaningfulness of work. For female employees, all the characteristics of a positive workplace culture inspire what they want – respect, compassion and positive relationships.

Mentoring

Talented women need a voice in the workplace because they’re still overcoming biases holding them back from advancing. Traditionally, men worked their way up the corporate ladder to assume senior leadership positions. Historically, women were not hired for higher-paying jobs and are still not fully included in succession planning and career planning, keeping them out of the loop for promotions into leadership positions.

Mentoring experienced and newly hired women gives them organizational visibility and access to decision-makers. A Global Strategy Group study sponsored by The Rockefeller Foundation found that only 34 percent of the women surveyed believed their workplace put a high priority on having women in leadership positions. A lack of support from mentors for career advancement and lack of access to career-building personal connections keep women from advancing.

Recognition and Reward 

Properly structured work benefits and perks are important to engaging all employees. Raising the profile of talented women in your organization through a strong recognition and reward system is a success strategy. Implementing a rewards and recognition program enables your co-workers and managers to recognize exceptional effort, innovative ideas, team contributions and leadership.

Family-Friendly Work-Life Balance Policies

A Fairygodboss survey of women attending the World Economic Forum in Davos, Switzerland found a correlation between the number of weeks of maternity leave allowed and job satisfaction. Employer policies supporting work-life balance are important to women. Your policies can embrace supportive maternity leave and a flexible hours work schedule or a home-office work schedule, for example.

Since children have the most influence on whether women work, the ability to balance work and family responsibilities is extremely important. When a child has a doctor’s appointment or is on school break, savvy employers allow women scheduling flexibility. Flexible work schedules take many forms, from a set number of hours worked from home to the full ability to determine when and where hours are worked.

Addressing Unconscious Bias in the Workplace

Unconscious bias, embedded in workplace cultural norms, expresses itself in many ways. It limits women’s access to important projects, thus harming their advancement opportunities. It’s expressed during recruitment or performance reviews when men are consistently rated higher than women. It’s found when men are primarily chosen for prime training and development opportunities or promotions. Women want unconscious bias addressed in all its subtlety.

Equal Opportunities and Equal Pay

Statistics say the pay gap persists, with women earning approximately 77 percent of what men earn (figures vary depending on the source). There are a lot of reasons for the gap. In a study reported in the Journal of Applied Psychology, men who act altruistically, such as staying late to work with colleagues, were viewed more favorably than women who did the same thing. Women desire fair treatment, equal opportunities and equal pay.

Opportunities for Meaningful Work

In an ICEDR study, millennial women cited a lack of interesting and meaningful work as the third main reason for leaving organizations. Female employees want the work they do to make an important difference in some way, such as contributing to the improvement of people’s lives.

Paying Attention to Happiness

Paying attention to employee happiness reaps big rewards for organizations. Multiple studies have proven that a gender-balanced workplace enhances employee engagement, increases productivity and profits and improves organizational and brand reputation. Achieving gender balance requires a mix of policies and programs that engage, motivate, recognize and reward, as well as offer equitable pay and career opportunities to women.

Engage Your Employees

Employee engagement is mentioned first because an engaged workforce is inclusive, motivated, productive, recognized and rewarded. Giving employees the recognition they deserve is key to employee engagement. For more information on how to engage your employees, watch this webinar recording on Using Recognition to Drive Engagement.

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To learn more about what makes employees happy by checking out this infographic highlighting results from Achievers’ “New Year, New Job?” survey.

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Important Pillars of HR

5 Pillars of a Successful HR Strategy

How successful is your current HR strategy? The role of the HR department has evolved over the years, transitioning from the traditional “hire and fire” arm of the business to a strategic position. Today, HR departments are not only responsible for recruiting new talent and onboarding employees, but also establishing a positive workplace culture and environment.

Juggling the traditional tasks with those that come with being an HR professional in the modern workplace can be challenging. When trying to meet the needs of the business and its employees, important details can often be overlooked.

Below are five HR pillars every organization should be aware of when developing or refining their HR strategy.

  1. Legal Requirements 

When onboarding an employee, it’s important that you follow and fulfill all legal requirements to ensure that you protect the business and the employee. For instance, every full-time employee should fill out an IRS W-4 form and I-9 form. Another important legal requirement is workers compensation.

Regardless of the working conditions, workers compensation is required of all businesses:

“If you have any employees—even just one—you are responsible for including workers’ compensation insurance (in most states) in your business insurance policy. This type of coverage exists to protect you, your business, and your employees in case any of them get hurt or sick while working for you.” – Experts at USA Business Insurance.

You may also need directors and officers and general liability insurance to protect employees from potential issues with customers.

  1. Employee Engagement

Did you know that only 33 percent of employees in the United States are engaged in their jobs, according to Gallup’s “2017 State of the American Workplace” report? In fact, employee engagement as a whole increased only 3 percent from 2012 to 2016, according to the aforementioned report.

Employee engagement is critical to a company’s success. After all, an engaged employee is a productive one. To increase employee engagement, bring the following into your culture and HR processes:

  • Gamification: Incorporate gamification into employee activities, such as achievement-tracking and peer competition.
  • Incentives: Financial and non-financial incentives, such as rewards and recognition, give employees something to work toward. In addition, they reinforce attitudes and behaviors that will help the organization succeed.You can make the process of tracking these incentives, and the milestones that designate them, with an employee recognition and engagement platform such as Achievers.
  • Employee Surveys: Conduct surveys on a regular basis to let employees know that their voice is being heard and valued.
  1. Career Advancement Programs

An organization’s biggest and most precious investment is its employees. Yet, many organizations don’t invest enough in the development of their employees. A career advancement program helps sustain employee engagement, as employees are given the opportunity to progress both personally and professionally.

In addition, it helps nurture talent within the organization, reducing the time and costs associated with hiring outside employees.

A successful career advancement program should help employees set achievable goals and offer in-house training sessions. Toastmasters International, for example, is a communication and leadership development program that teaches employees to become more effective communicators.

  1. Corporate Image

Maintaining a strong, positive corporate image is important, helping you attract top talent to a growing team. The HR department plays a critical role in upholding an organization’s image:

“Specifically, you [HR professional] should think about how your branding is reflected in your recruitment efforts, workplace and involvement in social media,” – Tiffany Aller, ADP’s Spark blog.

Aller suggests asking yourself the following questions:

  • If your branding revolves around innovation, does your company culture reflect that?
  • Are your branding campaigns focused on technology—and does your staff have access to the newest and latest equipment?
  • How is your company reflected on social media, both formally through company channels and informally through individual employees?”
  1. Performance Management System

To make goal-setting successful, you need to have a tracking system in place. Without an advanced performance management system, it’s difficult for employees to gauge their progress and stay motivated in reaching their goals. Not to mention, keeping track manually can get messy and is less reliable.

If you haven’t yet, invest in a performance management system that makes it easy for employees and managers to track and measure progress throughout the year. If you have trouble getting buy-in from decision makers, ask for a free 30-day trial of the product you like most. When your trial is up, you can show higher-ups the benefits, rather than tell.

Be a Modern HR Professional

Today’s human resource departments are responsible for much more than just hiring and firing employees. They play a strategic role in the day-to-day operations of the business, especially when it comes to employee engagement, necessary insurance, corporate brand and much more. When developing or updating your HR strategy or department, don’t forget these five important pillars.

To learn more about how to improve your HR strategy, check out this webinar recording Using Recognition to Drive Engagement – A Best Practice Guide with Scotiabank.

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About the Author
Jessica ThiefelsJessica Thiefels has been writing for more than 10 years and is currently a professional blogger and freelance writer. She spent the last two years working tirelessly for a small startup, where she learned a lot about running business and being resourceful. She now owns her own business and has been featured on Forbes. She’s also written for StartupNation, Manta, Glassdoor and more. Follow her on Twitter @Jlsander07 or connect on LinkedIn.

 

 

 

 

UK HR Directors Summit 2018

Event Activities at UK HR Directors Summit in Birmingham, February 6-7, 2018

The latest report from Gallup states that just 1 in 10 UK and EU workers are actively engaged and with UK productivity seeing further falls during 2017, according to the Office for National Statistics – it is no surprise that the UK Government recognizes that the country has an employee productivity problem.  The UK’s newly announced Industrial Strategy is based on “Five Foundations of Productivity”, one of these Foundations being ‘People’. As an organization that lives and breathes employee engagement and sees the business benefits first-hand of the power of putting people at the heart of the strategy, this is welcome news.

The impact of employee engagement on key business objectives is staggering. According to Gallup, highly engaged business units see:

  • a 17 percent increase in productivity
  • 24 percent less employee turnover
  • a 41 percent reduction in absenteeism

The importance of employee engagement on key business performance metrics cannot be ignored. On February 6-7, the Achievers team will be heading to the ICC, Birmingham, UK, for the 16th HR Directors Summit. This year’s pertinent theme is ‘Curators of the New Business Landscape – Guiding Strategic Growth’.

The UK HR Directors Summit is one of the largest gatherings of senior HR Executives from across the globe and welcomes 800+ of the highest level of industry experts, strategic thinkers, innovators, and HR leaders.

It is a leading forum that connects the best in business leadership and promises to arm leaders of all people-focused functions with the tools necessary to transform themselves not only into more functionally-confident business leaders, but to fortify the HR position as a value-generating machine necessary to ensure future prosperity, profitability, wellbeing, and financial success.

The 2018 UK HR Directors Summit will host 150+ speakers in 8 content streams, 70+ Exhibitors, 250+ Match Meetings and 11+ hours of networking spread across 2 days. And with an amazing line-up of keynote speakers, it is a must-attend event for any senior HR professional looking to get inspired and motivated for the year ahead.

Denise Willett, Achievers’ EMEA Senior Director, will be taking the stage on day two at 12:00 PM to discuss ‘Using Recognition to Drive Engagement and Business Results’. She will she share how leading organizations are leveraging HR technology to complete the loop from measure to action, increasing employee engagement and driving business performance.

In addition, some of this year’s line-up of keynote speakers include:

  • Josh Bersin – Principal and Founder
  • Nilofer Merchant – 50 Thinker, Best Selling Business Author
  • McDonalds – Paula Coughlan, Chief People Strategy Officer
  • ABB – Jean-Christophe Deslarzes, CHRO
  • Nokia – Joel Casse, Global Head of Leadership Development
  • Avon – Dr Melissa K. Hungerford, VP Global Talent Management & Inclusion
  • Bosch – Rosa Lee, Senior VP
  • BT – Candice Cross, Group Head of Diversity and Inclusive Culture
  • Countrywide – Kate Brown, Group People Director

And this is just a taste of some of the amazing speakers this year. Check out the entire list of confirmed speakers here.

Don’t forget to join the conversation on social media with the hashtag #HRD18 and by following @Achievers on Twitter.

Tickets are now very limited so register here today! Be sure to pop by to chat with the Achievers’ team at Stand #56 and look out for Denise Willett’s presentation at 12:00 PM on February 7th. And for those looking to book a meeting with Achievers at this event, please book a meeting here. See you in Birmingham!

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About the Author
Ruth Chapman
Ruth Chapman is Achievers’ Marketing Manager (EMEA) and is focused on growing awareness for the Achievers brand in the UK and wider EMEA marketplace. It is her mission to communicate the success that Achievers employee recognition and engagement platform is driving for its clients. Learn more about Achievers here.

 

 

 

HR Technology Trends

Major Trends in HR Technology Software

Employees are the most valuable part of any organization and HR’s responsibility to engage employees is crucial for organizational growth. The latest development in the ever-changing world of HR technology software consists of major disrupters within the recent years, from listening tools to in-depth analytics and much more.

According to an article published by the Society of Human Resource Management, it was claimed ‘Investors, seeking the next big step in breakthrough technology, plunged more than $2 billion into HR tech systems and platforms in 2016.’ This clearly states the massive breadth of advancements the HR world has gained accessed to. There has been a major change in the field of human resources – from simplified employee recognition to enhanced performance management platforms, HR is becoming high tech and data-driven. Manually keeping records on file is no longer efficient and this need to stay in a modern workplace calls for robust HR technology software to assist in taking care of HR goals targeted towards employee engagement and an effortless and unbeatable employee experience.

Below are major trends in the HR technology software world:

Growth of HR Software

Bersin by Deloitte provided an HR Software evolution report in 2016, which clearly showed the evolution and market growth of HR systems over the years.

Bersin by Deloitte provided an HR Software evolution report in 2016

The report shows the progress from the year 2000. Switching from mainframe computers to personal computers was a major shift in the technological world. This led to the growth and development in the field of software and led to the creation of HR software. Client-server software delivered core HR features such as record capturing, hiring, payroll, and learning management. In 2000, talent competition grew more leading to the market for talent management software. The more advancements made in technology, the more opportunity HR had to develop platforms and programs surrounding other initiatives outside of employee record keeping, such as the ability to leverage employee engagement and employee recognition and rewards platforms. And over the years, now the entire hr technology software trend has moved and continues to move undoubtedly to cloud computing.

Switching to a Cloud-Based System

Legacy HR software has always focused on task completion and storing information. But now, companies want to replace their traditional HR software with cloud-based HR solutions. The major advantages of moving to cloud based HR software consists of anywhere access, super user-friendliness, mobile app support, easy upgrades, lesser maintenance and, most importantly, little or no requirements for IT infrastructure like hardware and trained staff. All you need is a computer and an internet connection and you are set to go!

Integration with Social Media and Learning Management

When it comes to trends, social media is leading the charge. It not only allows for network building but now social media can be an effective way to communicate at the workplace. Using simple, fun ways to communicate via emojis and hashtags can contribute to improving the employee experience. Even the ability to send social recognitions across an employee recognition platform can help boost employee engagement.

Also, Learning Management Systems (LMS) are now turning into an old tool. HR is adopting the latest web-based technology for taking interviews. Video-based learning is now a fundamental learning platform and already adopted by multiple companies. Visual element supporting features in HR software are now a must-have given the rise of VR and AI.

Predictive Analysis of Employees

A more integrated approach is being adopted when it comes to communication tools. People prefer to have an end-to-end technology-enabled platform for interpersonal communication. Tools that allow data to be collected and shared across departments and organizations are preferred because it allows quick access to real-time insight.

Pulse surveys, employee recognition and rewards, culture assessments or any other approach that merges all employee needs in one group is required by an HR department – think of it as a one-stop shop for HR. They now believe that building a predictive analysis model and harnessing employee data is more important and today many companies are spending large sums of budget to get this done.

Mobile is “The Platform”

With all this advancement in technology, we can see a whole new world coming up. If you look around, there are more mobile devices than PCs and laptops. People talk on a phone, walk with a phone and now even wake up and sleep with a phone. We prefer to access all information on our mobile.

This means that HR technology software also has to adapt accordingly. For example, mobile applications can be a huge benefit to recruiters as many high potential candidates use their mobile devices to find a job and can apply easily while on the go. HR mobile applications should be mobile-friendly and easy-to-use to stay current with how employees prefer to communicate and engage.

Breakthrough in HR Technologies

As we are now moving ahead of the computer revolution, core technologies are not enough, instead their refinements are given more importance. Simple and smart technologies have taken over the hyped and complex core technologies. User-friendliness and delivering targeted results efficiently is the main focus. Companies now ask if the HR software they are considering buying is easy to use and accessible to their employees. Overall, what matters most is smart data, value for money, and user-friendliness.

The development of HR technology software has a symbiotic relationship with both businesses and employees. It will enable organizations to grow HR initiatives more effectively – whether it is improving performance management, employee recognition, or employee engagement. Technology helps create transparency and enable employees and HR departments to stay updated on progress, engagement levels, and more.

So business owners, let’s get the ball rolling and strive to create a transparent working environment with HR technology software.

To learn more about HR tech, in particular employee engagement and analytics, download the eBook Employee Engagement: Four Places to Start Measuring What Matters.

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About the Author
Sanjay Darji
Sanjay Darji works as a software analyst at SoftwareSuggest. His interests include HR software, performance management, employee engagement, photography, and food. In his spare time, he likes to spend time with his son and catch up on the latest technologies. You can follow him on Twitter at @sanjaydarji01.

 

 

 

 

 

Employee Happiness

Understanding the Power Behind Employee Happiness

You likely know that people don’t perform as well when they’re feeling disengaged or distracted, but you may not realize how pervasive a problem this is in today’s workplace. How happy are your employees? Is employee happiness at a low or a high? The latest Gallup poll (collected from over 80,000 workers) on employee engagement tells a dismal story. In 2015, only 32 percent of workers say they’re “engaged” at their jobs. Over 50 percent say they’re “not engaged,” while another 17 percent state that they are “actively disengaged.” Furthermore, this data has shown no significant change since Gallup first started this annual poll in 2000, so the problem is persistent.

Why Employee Engagement Matters

When you go to the office each morning, of course you hope that your workers are feeling energized because it makes the office environment a better place for everyone. But how does employee happiness translate into actual performance and productivity? The numbers are clear; companies with engaged workers outperform other companies by 202 percent. Research published by the Academy of Management Perspectives finds that “stronger emotional ties to the organization serve to significantly lessen the likelihood that employees would leave.” Furthermore, the cost of replacing an entry-level worker is 30 to 50 percent of their salary. This expense increases as the position being filled becomes more specialized. Replacing top workers can cost a staggering 400 percent of their annual salary. And these statistics don’t even begin to address the burnout felt by the coworkers shouldering the extra burden after a colleague leaves the company.

Employee Happiness Begins With You

As a manager, you’re not responsible for every emotion your employees feel but your actions have a profound effect on your team. Research by Gallup notes that managers account for 70 percent of the variance in employee motivation levels. Furthermore, a survey of over 7,000 workers found that one in two had left a job to get away from a specific manager. Given the power you have in improving employee happiness, what can you do to make your company a great place to work?

Be Engaged Yourself

For starters, evaluate your own personal engagement. Gallup’s State of the American Manager report determined that only about 35 percent of supervisors and HR managers are themselves engaged, and this disaffection has expensive outcomes. The cost of managers who report that they’re “not engaged” is estimated to be $77 billion to $96 billion annually, while the cost of the additional 14 percent who are “actively disengaged” is more than $300 billion per year. On a positive note, the fact that you’re reading and thinking about employee recognition suggests that you’re in the minority of managers attempting to make improvements.

Empower Employees

People feel a deeper commitment to their work when they have some power over how things are done. You can affect your workers’ sense of empowerment in a wide variety of ways:

  • Give them control over their schedules, allowing them to shift their start times or work remotely from home for part of the week. If workers have the chance to fulfill their outside obligations, they’ll feel less stressed and distracted  when they’re on the job.
  • Communicate the ways in which each person’s work matters to the company. Employees will make a greater effort if they understand how their daily contribution furthers the ultimate company goals.
  • Offer the opportunity for professional development, including coaching/mentorship programs. Your workers will feel a greater commitment to your organization if they know you have their long-term well-being in mind.
  • Seek suggestions and feedback. Let every worker, regardless of salary level, have a say in how things are done.

Offer Rewards and Recognition

Everyone should have their efforts recognized, regardless of age or the type of work they’re undertaking. Being recognized leads to a greater commitment to the work itself, as well as a deeper sense of personal identification within an organization. Employee rewards and recognition can be expressed in a variety of forms, and often the non-monetary forms can be the most meaningful. A few words of gratitude or appreciation from co-workers can do wonders for the sense of teamwork, and a supervisor’s acknowledgment can help a worker feel that their effort was worthwhile. 48% of employees stated that management’s recognition of employee job performance, whether through feedback, incentives, or rewards, was “very important.” For these reasons, a system used to facilitate employee appreciation is required for any company striving to be successful in today’s marketplace. Besides, giving employee rewards will make your job more enjoyable as well.

How Happy are Your Employees?

As you take steps to foster employee happiness, it’s necessary to be able to measure success. You may be able to sense the overall mood of your workers, but you need something more than your own intuition — something tangible This is where the HR technology known as pulse surveys come in handy. A pulse survey is a one-click response ( using a scale of images that represent sadness to happiness) that employees can submit anonymously each day, giving a quick indicator of how they’re feeling. This daily information provides an immediate snapshot of both your company’s and immediate team’s well-being as well as displaying the trend of happiness levels over time. The anonymity of the survey facilitates honesty, and when a company shares the results of the pulse survey, it creates an environment of transparency and gives rise to important conversations.

The Technology of Happiness

As HR tech becomes more sophisticated, it integrates with some of our basic social needs. Employee recognition best practices and pulse surveys are effective methods for strengthening organizations and building employee success.

For a deeper dive into this topic, download our eBook The Case for Employee Recognition.

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Reduce Employee Turnover

4 Ways to Reduce Employee Turnover and Improve Your Bottom Line

Employee turnover is one of the most bottom line busting costs associated with a company’s workforce. SHRM estimates that, for entry-level employees, the cost to fill an open position hovers near $4,000. Using this insight, if your company loses 100 employees a year, your company experiences a loss of at least $400,000.

While this number is certainly frightening, the good news is that turnover is an easily avoidable problem and with the right tools, your company can ensure that top talent is not leaving your company. It’s also worth mentioning that none of the following causes and solutions presented here exist in a vacuum—when an employee quits his or her job, it’s usually a reflection of many factors that led him or her to finally quit.

That being said, what tools and initiatives will help you reduce employee turnover? Let’s jump right in…

  1. Hire Managers Who Manage Well

Hiring managers and putting people in charge who show compassion and have the skills to manage others is one method to combat employee turnover on the front lines. Achievers employee survey showed that 57% of employees don’t feel recognized at work, and Entrepreneur claims that when workers are not recognized, they are not motivated. Low motivation can make an employee that much closer to quitting his or her job, or even put him or her over the edge far enough to finally quit.

Performing a top-down audit of your management team can have a huge effect on your entry-level workforce. While you may not have direct contact with these employees, the managers you choose certainly do. It is absolutely crucial that your management team is personable and qualified to lead. Poor managers also make it more difficult for an employee to work, and if the job itself (which may already be difficult by nature) is harder than necessary, an employee might find it not worth it to work there any longer. Address this issue early on by being transparent with recruiters about what traits you’re looking for in a manager during the hiring process.

  1. Be Flexible

Work flexibility is important for every employee at every level. I’m sure you can remember the last time you had to leave the office early or take a personal day for an inevitable issue. Being flexible with policies and protocols shows your employees that you understand that life happens. When an employee thinks that his or her employer is understanding, you reduce his or her risk of leaving the company. On the other hand, if an employee thinks that the company doesn’t understand his or her life situation, then it’s more likely that the employee will try to find a job for an employer who does care.

On the same train of thought, flexibility in other areas will show your employees that the company cares about them. Since entry-level employees may not be making as much money as they need to be able to save a hefty sum for emergency expenses, offering financial flexibility is another area to focus on if your company cannot afford to pay them more. One such initiative is allowing your employees to control the frequency of their pay. Simple add-ons to your existing payroll system allow you to do this at no cost to your company and no changes to the way your company handles payroll. In result, a study by DailyPay showed that employees are 1.9x more likely to apply for a position whose job description mentions that it offers daily payments.

  1. Prioritize Recognition and Rewards

Along with the previous point about hiring managers that care, instilling an employee recognition and rewards program that allows you to easily highlight achievements and strong work will also show your employees that you care and appreciate them. Making it as simple as possible for your managers to recognize employees on a daily basis will help ensure that your managers are actively participating. By promoting this type of program across your organization, you are letting employees know that your company takes employee recognition and happiness very seriously.

Recognizing employees will directly help improve your bottom line. For example, an Achievers’ video highlighted the following findings:

  • a 1% increase in employee engagement returns an additional .6% growth in sales for your company
  • 50% of HR leaders said that an increase in employee recognition would boost employee retention
  1. Offer Unique Advantages

In the current job market, it’s becoming increasingly harder and harder to hire top talent due to the record low unemployment rate and tight job market. Employees across all industries and skill levels are continually searching around to see which company will offer him or her the best complete package. Additionally, it’s been reported that if you offer help to improve financial wellness, employees are more willing to work for your company. The plain advice is that offering work perks and advantages that your competitors are not offering will help put your business ahead in overall employee preference.

Now more than ever, it’s crucial that your company is doing everything in its power to retain your current workforce and improve its employee retention rate. Since it is incredibly hard to fill open positions, you must prevent the need to fill open positions by retaining your workforce. In turn, your company will save time and improve its bottom line significantly without the recruitment costs and countless hours spent searching for talent. Try out some of these tips and let us know which worked best for your company.

To learn more about employee retention, check out this fun infographic covering 6 Stats That Speak to Employee Retention.

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About the Author
Seth LoftisSeth Loftis
Seth Loftis works at DailyPay, Inc., a financial solutions company dedicated to reducing employee turnover by improving the financial lives of employees. Employees can receive their wages days before their scheduled payday at no cost to your company or change to your existing payroll system. Learn more at trydailypay.com or follow them on Twitter or LinkedIn.

 

 

 

 

Improve Your Onboarding

How to Effectively Get New Hires Up to Speed

Employees are the moving gears behind a business. For this reason, employers must be sensitive on how they treat and engage their workforce. And it starts from the very beginning, an employee’s first day at work. A new hire’s first day is important because it is the day that they get a real first impression of what your company is like and is critical to setting them up for future success. Why is proper onboarding so important? Because a new employee can take up to two full years to reach the same level of productivity as an existing staff member. Avoid waiting two years for a new hire to reach the same level of productivity as an existing staff member by getting them up to speed faster. Below are a few tips to effectively onboard new hires:

Clearly Define Your Onboarding Goals

It is vital that new employees have a clear understanding of their specific goals and objectives at your company. Recruiting new employees without clearly spelling to them what is required will only lead to confusion and lower productivity. When onboarding new hires, be very clear about your onboarding goals and expectations. Strategize on how you can build transparency in your workplace and onboarding programs.

A fun and easy way to get a new employee up to speed and on target with their onboarding goals is by pairing him or her with a mentor within the organization. This will help them stay engaged in all activities that take place and have someone to turn to when they have questions. It not only helps both parties build a work relationship with another, but adds to a more engaging work culture. Choosing a mentor who is well versed in the same career path or team projects would be an effective way for employees to collaborate closer together early on. New employees and their mentor may meet once or twice a week to discuss the new hire’s progress and how they are adjusting to the new job.

Foster Strong Employee Relationships

How an employee engages and interacts with rest of the team is very crucial. As part of the Human Resources department, you have a role to play in helping to foster strong relationships amongst coworkers. Interworking relationships is a huge part of work culture and leadership’s relationship with employees in particular has a strong impact. Leaders need to lead by example and have the responsibility to live out the company’s values daily and communicate with those around them. When employees and leadership develop a strong relationship, new hires gain an instant new sense of teamwork and employee alignment.

When new employees feel free and comfortable to reach out to co-workers because of the healthy professional relationships presented, especially for the first few weeks, the learning process becomes easier for them to adapt to their new surroundings and team members.

Promote Your HR Programs

New employees should be quickly introduced to your HR programs and HR tech platforms. For example, if your company has an employee recognition and rewards program, make sure new hires are aware of it and know how to use it as soon as they start. Employee recognition programs connects employees and allows them to recognize each other for hard work. Programs like this not only provide something fun for new hires to become accustomed to but also instantly immerses them into the company culture and fosters a positive work environment. Receiving public recognition on a digital, easy-to-access HR tech platform boosts employee happiness and gives employees insight on what others are working on and accomplishing.

It’s HR’s job to not only implement HR tech platforms and programs correctly but also keep promoting them to new hires and existing employees so there is optimal use and employee engagement.

Ask for Feedback

Employees want to feel like they can be honest and heard at their company. Asking for continuous feedback and reviews are a great way to have healthy and honest conversations on how to improve the employee experience, especially the onboarding process. What better way to discover how to improve the onboarding process than by asking new hires about their experience?

Employees must be given the opportunity to participate in well-constructed outcome based reviews. This can be achieved by developing structured reviews that may include specific ratings, rankings, and written reviews on a mandated frequency. Employee surveys are also a great way to give new employees the opportunity to provide honest feedback about their overall experience and onboarding process. Through real-time feedback and pulse surveys, management is able to make the necessary adjustments and assessments for company initiatives. Getting employee feedback provides HR the insight they need to improve the onboarding process.

Provide the Right Material

New hires should not be left on their own. They should be supported from day one to ensure they feel comfortable in their work environment. Be prepared and stock their working stations with easy-to-digest guideline materials and resources so that they know where to go when they have questions. This includes contact sheets, company guidelines, access information, portal details, time-saving tools, and other onboarding material. New hires should be provided with public administration forms regarding their benefits, taxes, and direct deposits as early as day one. The more useful information, the better. And don’t limit yourself to sharing just health benefits and 401k details, add some fun collateral that represents your company culture and engages employees to want to learn more.

Companies need to invest wisely when it comes to their employees and it starts with putting attention on the onboarding process. The onboarding process is critical when it comes to setting employee up for success. When employees are set up for success, they become more engaged, satisfied, and productive. Don’t fall short with your onboarding initiatives and make sure you get your new hires up to speed quick.

To learn more about how you can enhance the employee experience through a culture of recognition, download this eBook.

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About the Author

Addison Jenning

Addison Jenning is an HR manager and a passionate writer who recruits, motivates and contributes to the development of employees. She oversees the effective and successful execution of the company’s internal strategy. Addison runs Job Descriptions Wiki and she can also be found on Twitter.

 

 

 

 

Achievers Knowledge Exchange Event

Key Highlights and Takeaways: Achievers Knowledge Exchange 2017, London

Are you struggling to increase employee engagement? You’re not alone. According to Gallup, only 15% of workers worldwide are engaged. Achievers, a leading employee recognition and engagement solution, aims to help companies effectively engage employees and increase their percentage scores. Achievers EMEA team was thrilled to have so many customers, prospects, and partners at their first-ever Achievers home-grown EMEA event in London. The objective for the inaugural Achievers Knowledge Exchange event was to facilitate the conversation surrounding employee engagement by bringing together HR industry experts and Achievers’ customers to share their success stories behind using employee recognition to drive engagement and business results.

Achievers, first and foremost, wants to take the opportunity to thank our wonderful customer and host, Shop Direct, who generously extended the use of their amazing new workspace in central London. The stunning environment really captures Shop Direct’s company values, ambition, purpose, and passion and provided the perfect backdrop for knowledge sharing, insight, and networking within the HR community.

The Achievers EMEA Team at Shop Direct’s Central London Office for the Achievers Knowledge Exchange Event.

The Achievers EMEA Team at Shop Direct’s Central London Office for the Achievers Knowledge Exchange Event

Greg Brown, SVP International of Blackhawk Network, kicked off Achievers Knowledge Exchange event with an inspiring welcome and eloquently communicated Achievers’ commitment to the EMEA market, Achievers’ wider global expansion, and its valued customers.

Brown was swiftly followed by Jasmine Gartner, renowned Employee Engagement Trainer, Speaker and Author of ‘A Little Book of Big Ideas’ – well worth the read if you fancy an alternative and practical look at employee engagement. Gartner led an interesting session on re-humanizing the workplace through employee engagement. Her presentation gave an insightful view of the unique, local, macro-economic factors impacting our workplaces both now and in the near future – Brexit being an exceptional example. She shared how we can’t accurately predict the likely impact but we do know that attracting, recruiting, retaining, and engaging talent will be increasingly important for economical success.

Gartner was then followed by Denise Willett, Senior Director of Achievers EMEA, who kept attendees on track by taking on the role of event chair for the remainder of the day, introducing the next speaker, Colin Watt, Shop Direct’s Director of Employee Relations, Engagement, and People Services. Colin’s theme was ‘It Takes a Village’ and he shared how Shop Direct has leveraged employee recognition to transform its business.

Following a short stop for lunch, Kerrie Maitland, Managing Director of Positive Dimensions, HR Consultant, and Life Coach shared her learnings around both gaining executive buy-in and top tips for a successful global implementation. Having led the procurement, design, and implementation of two employee recognition programs (both with Achievers) the audience were keen to hear Kerrie’s practical experience.

Next up were the perfect double act. Ramón Edilio Vargas, Director Global Employee Recognition at Scotiabank, and Vanessa Brangwyn, Achievers VP of Customer Success, took to the stage to share the Scotiabank success story on using recognition to drive engagement. Scotiabank is an organization that is leading the charge when it comes to global employee recognition and building compelling business results from successful employee programs.

Egan Cheung, Achievers VP of Product Development, rounded off the day and proudly shared more around the much-anticipated Achievers Listen release. Achievers Listen is a suite of tools that empowers employees to give continuous feedback on what’s working well and what needs to be improved. It provides managers with recommended actions based on their team’s unique values and culture. We know that every employee is different and to engage your entire workforce, we must avoid a “one size fits all” approach. Achievers Listen allows you to do just that.

Informal drinks and networking brought the successful day to a close and the Achievers EMEA team would like to thank every speaker, client, partner, and friend for their participation. A special shout-out to the Achievers team from North America for making the journey to be in London with everyone in person. This dynamic event was a valuable day for anyone interested in increasing employee engagement. Stay tuned for more information on Achievers’ next event and make sure to check out photos from Achievers Knowledge Exchange here.

To learn more about how Shop Direct increased employee recognition and engagement with Achievers, download the Shop Direct case study.

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About the Author
Ruth ChapmanRuth Chapman is Achievers’ Marketing Manager (EMEA) and is focused on growing awareness for the Achievers brand in the UK and wider EMEA marketplace. It is her mission to communicate the success that Achievers employee recognition and engagement platform is driving for its clients. Learn more about Achievers here.

 

 

 

The Value of HR Tech

How HR Tech is Making Employees More Engaged Than Ever

Employee engagement of past generations was historically limited to the HR department to address perfunctorily once per year. However, a recent Deloitte report on human capital trends indicates that that is no longer the case. Employee engagement is now a front-and-center business issue, with 87 percent of surveyed organizations citing employee engagement as a top priority challenge.

Why is employee engagement so important?

Gallup has conducted a number of large scale meta-analyses which show that employee engagement levels directly relate to outcomes such as customer satisfaction, profits, productivity, employee turnover, and product quality. And companies that increase their number of talented managers and double the rate of engaged employees achieve, on average, 147% higher earnings per share than their competition.

Having a high level of employee engagement can be a vital asset to businesses in today’s competitive market. It is clear that employee engagement is an area that must be monitored. Fortunately, this is easier than ever with advancements in HR tech. Here are five ways HR tech is making employees more engaged than ever.

  1. Social Chatter

Social media is how employees engage with friends and family in their personal lives, so it only makes sense that mimicking that function in the workplace can foster authentic relationships and improve employee engagement levels. Tools like Slack allow team members to collaborate easily across teams and functions, and keep multiple groups informed at the appropriate level. Aside from facilitating improved business functions, social media and chat tools allow employees to have fun — you can send GIFs, use emojis, share inside jokes, celebrate occasions like birthdays or work anniversaries, and more.

  1. Thanks 2.0

Never underestimate the power of thanks. In a survey of 1,000 U.S.-based, full-time employees 75% of employees who were recognized by their manager once a month reported being satisfied with their job. An appreciated employee is an engaged employee, but as teams grow and become more remote, staying on top of employee recognition can be a challenge. Plus, while many companies have a (even if half-hearted) process in place for manager to direct report recognition (i.e. performance reviews) they lack a way for peers to praise peers. Tools like Achievers are taking “thanks” to the tech-driven next level, ensuring that employee recognition is actually recognized as a critical part of day-to-day operations and overall employee satisfaction.

  1. Tailored Training

One important workplace trait often mentioned in employee engagement surveys is workplace training. A very human trait is the desire to grow and learn more. None of us likes to stagnate. However, training in the past meant long, dry conferences that took employees away from their critical daily work. Today, learning management systems (LMS) make it possible for employees to learn on their time and even better yet, in their way. While conferences of the past tried to put all employees into a one-size-fits all lecture box, LMS varies training techniques and includes gamification best practices to make the most of learning.

  1. Easy Check-ins

Sometimes the most important thing to do to increase employee engagement is to ask about it. Many businesses might think they have an effective employee engagement plan in place, but it can’t be done without frequent check-ins with employees. There are HR tech tools to assist with easy check-ins; such as allowing management to monitor moods of employees and receive feedback on a more frequent basis. This helps employees to feel heard more often. And managers can notice and nip problems before they get out of hand. When employees see that management listens to and addresses their concerns promptly, they will want to stay long-term.

  1. Simplified Communication

Record numbers of employees are now working remotely, whether it’s the occasional work-from-home day or an entirely remote team. This trend can be hugely beneficial for work-life balance, as it allows employees the flexibility to keep a job they love while adapting to changing personal needs (I.e. a move, a growing family, and so on). However, it can also present an employee engagement challenge. Without the right HR tech tools in place, remote employees can feel isolated, particularly when a larger group of employees work in an office together and only one or two are remote. In addition to the chat tools mentioned above, video calling and web conferencing solutions make it possible to have both one-on-one or entire team face time. Simply seeing a coworker’s smile across the miles can give any employee a big boost.

A final consideration to note is that technology needs are generational. As millennials move into management roles and Gen Z starts filing into the workforce, the types of HR tech that will be most natural for your teams to interact with will shift. Stay on top of HR tech trends because while the available technology is always changing, one thing isn’t — the importance of engaging your employees.

To learn more about how to engage your employees, check out this webinar recording Using Recognition to Drive Engagement.

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About the Author
Krystle DisneyKrystle Disney, M.A., PHR is a human resources consultant and writer for TechnologyAdvice. She obtained master’s degrees in community counseling and clinical psychology from Gonzaga University and Washington University in St. Louis, respectively. Krystle resides in St. Louis, Missouri with her husband, two children, and two very stubborn beagles. You can find her on LinkedIn.

 

 

 

 

Navigate Your Culture Transformation

How to Navigate a Successful Culture Transformation Process (Part 2)

Are you ready to transform your company’s culture? In Part 1 of this series, I discussed the process for a successful culture transformation. In this blog, I’ll discuss key tips and reminders to help you through the process. Let’s start by understanding that although this is not a quick and easy process, it can be done.

Transformations Take Time

The transformation of habits and attitudes does not occur overnight, especially when employees have been allowed to operate in a certain way or in status quo for a long period of time. Employees will naturally resist change at first, so the first thing to remember during a transformation process is that you need time. The good news is that you usually have more time than you think. While poor customer feedback, slumping profits, or even a crisis can create an incredible sense of urgency that something must be done now, the more time you plan, prepare, and work with your managers, the more likely your culture transformation will be successful. You cannot just focus on the employee base to successfully transform the service culture of your organization. As discussed in Part 1, the key to successfully transforming your culture is to focus on your front-line managers, enabling and empowering them to drive and be responsible for the change process. You also need the change to be led from the top, so in effect, everyone in the organization plays a part.

It Is All About the Habits

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” —Aristotle

Strong work habits are the key to successful execution. To change and improve your corporate culture, you must identify the habits or behaviors that need to be removed and replaced.  It is important to explain why certain habits need to change, but more critical, is to know what new attitudes and behaviors must be introduced. While new habits can generally be introduced relatively easily and quickly, it is the removal of old or outdated habits and thinking that takes time. As economist John Maynard Keynes rightly suggests, “The difficulty lies not so much in developing new ideas as in escaping from the old ones.” To escape from old ideas, you cannot rely on training alone. You must take time to stimulate thinking and conversations that highlight why current habits and attitudes are hurting the business, brand, and interactions. At SGEi, we utilize a three-pronged approach of stimulation, training, and socialization to help remove old habits and introduce new ones.

Begin With Stimulation

Before you deliver any training on the new work habits you want to see, you must get people out of status quo and begin having conversations that promote thinking. We like to utilize various media like posters, quotes, videos, and business cases to help get the conversation started. It is not important that people are able to explain ideas or answer questions correctly, rather, it is necessary to focus on getting everyone in the organization talking and having conversations. This is the first part of the management team’s training, we take them through communication training and how to deliver effective messaging. Getting daily or weekly meetings started where managers are creating conversations is an important part of the stimulation process. As the stimulation process evolves, conversations around why certain habits are unhealthy or outdated are included.

employees in conference

The key to the stimulation process is to ensure you are providing the management team with the important sound bites you want them to repeat and talk about with their teams. In the previous blog, I talked about the importance of manager accountability. So to ensure stimulation is happening correctly, it is important to observe and listen in as the managers talk to their teams. Also, it is important that the managers begin demonstrating the desired behaviors and habits before the staff go through any training.

Deliver Great Learning Experiences

For training to be effective, it should occur after time has been spent talking about why change is required, why certain behaviors or attitudes are no longer effective, and what the expectations of performance look like moving forward. If done correctly, the employees should be asking for training and information regarding how they can improve in the future.

When it comes to training and development, keep in mind the following ideas:

  • Keep training sessions under two hours at a time and do not overload them with too much content.
  • Conduct the training with cross-discipline groups so that staff can get to know other staff outside of their immediate area.
  • Make the training fun and interactive so it is memorable. Remember, staff will not walk out of training ready to adopt new habits—that will occur with socialization—so consider training as just an interrupted opportunity to communicate.
  • Spread the training out so that participants have time between sessions to process and practice on information presented.

Deliver the Change You Want Through Heavy Socialization

Probably the most important part of this process is socialization. Once staff have gone through training, you need to reinforce key messages and communicate them repeatedly. Have a communication plan that continually shares information with your employees about the transformation process. All executives and managers must be involved in this, not just the Human Resource team or a few managers who speak very well. Communication is the most important leadership tool. Therefore, no manager can make the excuse that they are not good at it. An inability to communicate is an inability to lead, so this is an important test of the management team.

employee presenting

In addition to ensuring your managers are reinforcing the new habits in their daily and weekly communications, you should provide learning reinforcement of any classroom training with e-learning so staff can learn on their own in their own time. For some employees, learning on their own time is most effective. You also have to allow time for staff to practice. One of the best practices we have implemented on various projects is to schedule rehearsals for staff to attend each week. It is amazing how habit transformation is significantly enhanced by providing practice time to staff away from your customers. One hour per week for four weeks is a great opportunity to transform mindsets and behaviors. Ensure you have the managers lead these small group sessions (no more than twelve people), so they can practice explaining why the change is important and what is expected as well as practicing giving feedback. This best practice is a win-win for all.

The final critical element in habit transformation is to ensure your managers are providing clear, timely, and consistent feedback that provides insights into what the staff are doing well and what they can improve on. In Part 1, I explained how all managers must have a responsibility for the change process. The change process can only be successful when managers are reinforcing the training through continuous feedback and coaching.

Remember That You Are Building a Movement

We stress that in the early stages of transformation you must focus on those staff that are excited by and already embracing the change rather than those that resist. There will always be those that resist, and yet, so many times we spend all our energies trying to change them. The reality is they might not ever change. In the meantime, we fail to capture the hearts and minds of those that want change. To transform successfully, you must find and embrace those that are excited by the change. As they get on board, they will find and embrace others. Successful transformation is a numbers game—the more people you have supporting, excited by, and leading the change, the more likely you are to help everyone in the organization successfully change. Of course, there will be those few that resist, but many of them are smart enough to shift their perspective when they see such overwhelming support for the changes ahead.

Don’t Forget to Recognize a Lot

employees high fiving

Recognition is a key component of employee engagement. Remember that your managers need recognition too. Ensure you make a big deal about those managers, teams, or departments who are leading the way. I recommend enhancing your company’s employee recognition program during the critical parts of the transformation process, particularly when managers are communicating with their teams regarding the transformation and as front-line training begins. This provides positive reinforcement for those embracing the transformation process.

Cultural transformations are not easy, but they are necessary for continued success. By understanding the process and following these key tips, you will find yourself better prepared for this undertaking. Know that while the initial transformation process can be difficult, it is amazing once you get traction in a movement, start recognizing successes, and celebrating people’s change. You will quickly have your people tell you they wish you had done this a lot earlier.

“At first, people refuse to believe that a strange new thing can be done, and then they begin to hope it can be done, then they see it can be done, then it is done, and all the world wonders why it was not done centuries ago.” —Frances Hodgson Burnett, English writer

To learn more about how to enhance your company culture through recognition, check out this eBook Recognition Culture: The MVP of Employee Experience.

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About the Author
Shane GreenA world-renowned keynote speaker, author of Culture Hacker, and television personality, Shane Green is a business magnate who consults global Fortune 500 leaders on customer experience and organizational culture. Shane draws upon his foundation at The Ritz-Carlton Hotel Company and work in multiple industries to transform employee mindsets, habits, and skills to improve customer experiences and interactions. As the President & Founder of SGEi, Shane leads a team of professionals who inspire brands like the NBA, Westfield, Foot Locker, NetJets, Cisco Systems, and BMW to reprogram their employee experiences to create loyal customers and raving fans. Visit www.ShaneGreen.com to learn more.

About SGEi
At SGEi, we help executive teams develop a cultural transformation strategy and plan. We enable and coach your management team to own the continuous development of your company and people. And we design and deliver the training and communications necessary to shift mindsets and habits to meet the objectives of the company. Please connect@sgeinternational.com to learn more about how we can assist you with your transformation needs.

 

Strengthen Leadership

How to Strengthen Your Manager’s Leadership Practices and Why It’s Crucial to Enhance Employee Engagement

You know it, and I know it: The key to improving employee engagement and culture is through strengthening management’s leadership practices and capabilities. Being good at management isn’t enough. Today, more than ever, managers need to practice great leadership to manage change effectively and to seriously help others grow. Doing so results in higher employee engagement and motivation, and higher engagement ultimately improves productivity and the overall health of the organization.

Why You Need Great Leadership

If you ever need to convince others about the need to motivate and engage managers, just show them a copy of Gallup’s State of the American Manager. After years of studying data from millions of managers and employees from just under 200 countries, Gallup reports some insightful data including these highlights from their 2017 report:

  1. Managers account for at least 70% of the variance in employee engagement scores across business units…just 30% of U.S. workers are engaged, demonstrating a clear link between poor managing and a nation of “checked out” employees.
  2. One in two employees have left their job to get away from their manager at some point in their career.
  3. 35% of managers are engaged, 51% are not engaged and 14% are actively disengaged.
  4. Managers who are not engaged or who are actively disengaged cost the U.S. economy $319 billion to $398 billion annually.
  5. Employees who are supervised by highly engaged managers are 59% more likely to be engaged than those supervised by actively disengaged managers.

How to Strengthen Management’s Leadership Practices

Have you ever worked at an organization where HR distributes copies of leadership books and articles to managers? This happened a lot when I worked at Lowe’s. At Ceridian, my VP gave all her managers a copy of Patrick Lencioni’s The Five Dysfunctions of a Team. When I was at Lowe’s, our leadership development team would bring in nationally known speakers such as Ken Blanchard and Liz Wiseman. While giving managers books and bringing in speakers is helpful for raising awareness about leadership, more needs to be done to help managers shift from knowing to practicing leadership.

In my book, Nine Practices of 21st Century Leadership, I share what I call the 21st Century Leadership Development Roadmap. The roadmap has four stages. At Stage Two, many managers realize that the old ways of managing are ineffective at engaging and building team culture, but managers fall short of putting leadership into practice. Something blocks them from reaching the third stage.

Leadership Is a Skill

To move to the Roadmap’s third stage, managers need to develop leadership the same as with any skill. Here’s what I mean:

Imagine that Player A and Player B want to get better at racquetball. They tried this by spending a week practicing for five-hours per day. During that week, they played against better opponents, and at night, they read articles about how they could improve their game.

Here’s one difference: Player A had a coach. Periodically during that week, the coach stopped the game, gave feedback, showed ways to improve form, and then gave more feedback. After a week, guess who improved more? Player A did.

In The Servant, James Hunter explains that leadership needs to be developed through practice, feedback, and follow-up. When managers just read books or attend leadership talks, their effort isn’t enough. He writes:

“Has anyone ever learned to swim reading a book? Has anyone ever become an accomplished pianist studying piano history? Has anyone ever become a great golfer watching Tiger Woods DVDs?…I have met many people over the years who know all about leadership but don’t know leadership.” (pp. xxiii-xxiv) – James C. Hunter

To get managers to adopt leadership practices sincerely, Hunter recommends a three-phased approach: Foundation, Feedback, and Friction. Foundation is acquiring leadership knowledge. This helps managers advance to the Roadmap’s Stage Two. To advance further, you need feedback and friction.

Without Feedback, You’re Left in the Dark

If you’ve ever administered 360-feedback reviews, you know that managers can act surprised by the feedback’s revelations about their behavior. Sometimes these discoveries hurt and aren’t easy to receive. But without knowing their blind spots, managers won’t know what or how to improve.

In Marshall Goldsmith’s book, What Got You Here Won’t Get You There, feedback is how he learns what his clients should focus on. He writes:

“I wish I had the power to snap my fingers and make these people immediately see the need to change…But I can’t and I don’t. Instead, I show these people what their colleagues at work really think of them. It’s called feedback. It’s the only tool I need to show people, “You Are Here.” (p. 8) – Marshall Goldsmith

From feedback, managers might identify several things to improve, and if they’re Type A people, they may want to attempt to resolve all behavioral issues at once. While admirable, that’s not good. If you’re administering the feedback, help managers focus on one or two behaviors that can have the most impact.

Friction: The Process for Making Sustainable Change

Getting managers to accept their feedback is one thing, but it’s another to get them to act upon the feedback effectively. Fortunately, you can guide managers by using a structure that Hunter and Goldsmith advocate. Here are the high-level steps for what you should guide managers to do:

  1. Acknowledge and apologize to those affected by their faulty behavior.
  2. Ask the affected people to help them get better. This could include calling them out when managers revert back to old habits.
  3. Advertise to others that they are trying to get better at a specific behavior. Goldsmith explains that if you don’t, people won’t notice.
  4. Rigorously follow up monthly with people affected and find out how well they’re doing. Employees and others affected by past behaviors need to realize how serious the managers are at trying to improve.

Call to Action: Guide Managers through Feedback and Friction

It’s easy to read books and attend leadership talks, but It’s not easy for managers to receive critical feedback. It’s even harder getting them to commit to the friction phase and doing the steps, especially the follow-up. In Triggers, Goldsmith writes, “People don’t get better without follow-up. So let’s get better at following up with our people.”

Guiding your managers through this process will change the dynamics and health of their teams. Fixing key behaviors could have a chain reaction to improve other behaviors, and managers modeling the drive to change will have a cascading affect upon their people. When managers get better at leadership practices, everyone on the team gets better and healthier!

Two More Things…

In addition to the Foundation/Follow-up/Friction approach, you might want to try Goldsmith’s feedforward process. His free article, Try Feedforward Instead of Feedback, is worth reading and introducing to your managers. Managers who read this will learn a positive way to change future behavior without dwelling on the past.

There are other ways to help managers, especially those in middle management. For several insights and tips, check out the eBook The Secret Weapon to Driving Employee Success.

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About Gary A. DePaul
Gary DePaul
Gary DePaul is a speaker, author, and leadership curator. He provides performance consulting services to help organizations identify gaps between what executives expect managers to do (in the current and future states) and what managers actually do. He has more than twenty years of professional and scholarly experience and has worked for companies such as Lowe’s, Ceridian, Fidelity Information Services, Johnson Controls, and Arthur Andersen. Gary welcomes inquiries and the sharing of ideas. You can reach him at gary@garyadepaul.com.

 

 

 

 

appreciate employees during the holidays

7 Holiday Ways to Spread Employee Appreciation

While you may do your best to spread seasonal cheer and appreciation, it’s important to keep in mind that this time of year is not all sparkles and snowflakes for your staff. Many of them will be trying to balance holiday schedules and family complications while feeling added stress due to end-of-year work tasks. Furthermore, absences and vacations often leave big holes in staffing right when the duties are most intense. With only 34.1 percent of employees engaged at work without the distractions associated with the holidays, don’t be surprised if the holidays bring a decline in productivity and a decrease in employee engagement.

There is a fix for this. Expressing employee appreciation during the holiday season is a powerful way to build good will that will last long after the candy canes have been composted. Here are seven tips for sharing true merriment (or at least momentary comfort) with your workers over the holidays.

1. Deliver Individual, Handwritten Notes

Almost all our written communications now take place online, so the simple act of putting ink on paper adds a real sense of importance to whatever is being said. Concentrate on each employee’s specific strengths, challenges, and achievements, when acknowledging their contributions on a nice sheet of paper. Avoid using holiday cards for this purpose, because you don’t want it to seem like an obligatory act. Research at Wharton School of Business found that when managers take time to express gratitude to workers, productivity increases by 50 percent.

2. Facilitate Relaxation

Weathering the winter holidays is hard work; a survey conducted by Healthline shows that between 61 to 65 percent of workers feel elevated stress during the holidays due to factors including money, family expectations, heavier work duties, and scheduling and travel demands,. You can brighten everyone’s day by bringing in a massage therapist to offer free shoulder massages or in-chair back rubs. Another inexpensive option that can be helpful is a wrap station. Encourage workers to bring in their stacks of unwrapped family gifts and provide a space with free wrapping paper and various tools and supplies. Employees can socialize during breaks while they get a personal chore accomplished.

3. Be Flexible

Winter weather complicates commuting, and if children’s schools close, you may end up with frustrated employees who are torn between commitments. Letting your people work remotely or adjust their schedules can go a long way toward relieving family stress, and employees will be able to concentrate on job duties if they aren’t having to text a stranded family member. With half of the modern workforce holding a job with some workplace flexibility, this initiative might be one to keep year-round.

If your company’s tasks cannot be handled remotely, you can win huge points by encouraging employees to bring their children to work. Buy a few games or hire a temporary childcare worker; for a small investment, you can earn months of heartfelt gratitude from busy parents. Besides, you’ll be helping your company save money. One snow day in Massachusetts costs the state around $265 million, most of it in lost wages.

4. Provide Free Food

While employees welcome edible contributions any time of year, food is one of the strongest ways to put something tangible behind your holiday employee appreciation campaign. In a workplace survey, 51 percent of respondents said that perks involving food made them feel valued and appreciated by their employers, and the holidays give you a ton of options for fun food treats. Keep some of the offerings vegetarian and gluten free, and include more than sugary desserts if you want to help people concentrate on work. If end-of-year tasks are causing your staff to burn the midnight oil, ordering in some pizzas can make all the difference in people’s commitment to stay until the job is done.

5. Host a Volunteer Day

Building a company culture of volunteerism pays valuable dividends in the form of employee morale and brand perception, according to a Deloitte study. This is especially helpful during the holiday season, because many people get depressed when they feel that celebrations have lost a central purpose of generosity and caring. You can divide staff up into different teams, depending on the volunteer setting, and help with a toy drive, holiday meal program or other community cause.

6. Encourage Employee Recognition

Employees need to feel appreciated by co-workers as well as by supervisors. In a “recognition-rich environment,” according to Gallup, employees who feel adequately recognized (including by their peers) are only half as likely to quit during the following year as those who don’t feel appreciated. The holiday season offers fresh new approaches for co-workers to gift each other, including “Secret Santa” programs and cookie or gift exchanges. Provide the initiative to get the ball rolling, and offer logistical support to any employee who wants to spearhead a recognition program of seasonal fun.

7. Leave the Holiday Party Early

This last tip might sound confusing, but it’s good to start the new year without taking yourself too seriously. Regardless of how cool you are, you’re in a position of authority, and your employees will inevitably feel somewhat self-conscious in your presence. Leadership consultant Tine Thygesen reminds managers that “while bosses are (mostly) nice people, it’s a well-known fact that no one wants to sit next to them at the Christmas party, because then they have to behave.” She urges bosses to show up during the first part of the event, circulate in a friendly way, and then leave while everything is still underway, so that employees can relax and really bond with one another.

Rewards and recognition are an important part of your company culture all year round, however the holiday season provides you with unique opportunities to show your employees that you care. For more handy tips, check out this report: The Art of Appreciation

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Employee Recognition Spotlights

Spreading Employee Recognition and Appreciation Across Achievers

It’s that time of year again, time to give thanks! And what better way to give thanks than to thank our very own employees here at Achievers. A business is nothing without its employees, which is why we encourage frequent employee recognition and appreciation. Today, we’d like to highlight some of the top employee recognitions sent across our ASPIRE platform, powered by Achievers’ HR technology. We’re proud of our employees and everything they accomplish day-to-day. Check out some of our favorite recent employee recognitions and get inspired to thank someone in your organization for a job well-done!

Achievers ASPIRE Employee Recognition Card

Achievers ASPIRE Employee Recognition Card

Achievers ASPIRE Employee Recognition Card

Achievers ASPIRE Employee Recognition Card

Achievers ASPIRE Employee Recognition Card

Achievers ASPIRE Employee Recognition Card

Achievers ASPIRE Employee Recognition Card

Achievers ASPIRE Employee Recognition Card

Huge shout-out to Achievers’ employees for everything that they do. If you want to know what it’s like to work at Achievers, check out our fun Achievers Facebook Photo Album. And discover how other companies are spreading employee recognition and appreciation with Achievers by checking out their customer stories here. Did I also mention that we’re hiring? Apply now.

Don’t let employee appreciation be limited to the holiday season. Start encouraging employee appreciation throughout the entire year with an unbeatable employee recognition and rewards program! Take the first step by downloading The Case for Employee Recognition.

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About the Author
Kellie Wong
Kellie Wong is the Senior Social Media and Editorial Manager for Achievers. She manages Achievers’ social media presence and The Engage Blog, including the editorial calendars for both. In addition to writing blog content for The Engage Blog, she also manages and maintains relationships with 35+ guest blog contributors and edits every piece of content that gets published. Connect with Kellie on LinkedIn.

 

 

Take Advantage of HR Tech

5 Creative Ways to Engage Employees with HR Tech

It’s no secret that an engaged employee is a productive employee, but fostering and maintaining that initial focus and enthusiasm is no easy task. Employee engagement relies on sparking an emotional investment in the company and creating an atmosphere in which everyone is motivated to work toward common goals. Considering only 29 percent of workers say they’re actively engaged at work, this is an issue most businesses contend with on a daily basis. Digital technology has rewritten the rules for both business and personal interactions. It’s surprising that 89% of the workforce feels they aren’t provided with the latest technology when it’s become such a necessity in the modern workplace. For savvy HR teams, there are myriad ways to bring positive change to the workplace and encourage employees to communicate, share and participate leveraging HR tech. Let’s take a look at a few ways technology is changing HR for the better.

  1. Play Around with Gamification

About 40 percent of Global 1000 organizations use some form of gamification to keep their employees engaged and invested, but what is it and how does it work? Gamification is simply a way to apply elements typically found in games – achievement-tracking, peer competition, immediate feedback and so on – onto a variety of real-world situations. HR tech platforms use these factors to tap into employees’ psychological motivators, encouraging good-natured competition and social sharing that drives determination and fun.

  1. Personalize the Employee Experience

Every employee wants to know that their unique needs and abilities are frequently recognized, and one way to accomplish this is through delivering a personalized working experience. This means making the extra effort to understand each employee’s specific wants, needs and preferences and catering to them, from the initial hiring process all the way through day-to-day activities and tasks.

Software platforms simplify this task, making it easier to customize everything from onboarding to benefits enrollment to ensure that each employee has the support and experiences they want. If your company offers a wide range of benefits, you can also leverage computer algorithms to help your employees identify the benefits that are most useful to them. This kind of individualized attention drives home the point that each employee is valued and respected, making them more likely to invest personally in their work.

  1. Manage Employee Feedback

When it comes to employee engagement, few things are more important than providing ways for workers to give feedback on the issues that matter to them. Employees need to know that their voices are being heard, and pulse surveys are one way to ensure that happens. Pulse surveys can be used to gather data on virtually anything, from gauging feelings about a recent significant change within the company to tracking the effects of action initiatives. This allows employees to offer real-time feedback and also provides managers with the valuable information they need to guide their decisions and inform strategy. However, it’s important that you have a genuine commitment to acting on the results of these surveys, as engagement may actually suffer if employees feel their input has fallen on deaf ears.

  1. Reward and Recognize Employees

Everyone wants to be recognized for their good work and achievements, but many employees feel their efforts go largely unnoticed. One way to remedy that is through HR tech tools and cloud-based platforms such as Achievers that encourage peer-to-peer recognition. Whether it comes in the form of leaderboards, awards or social and monetary recognitions, these tools keep employees engaged by recognizing achievements and creating a fun, friendly competition in the workplace. In fact, 75% of employees who were recognized by their manager once a month reported being satisfied with their job.

  1. Stay Connected

At 43 percent of all employed Americans, a greater number of employees than ever before are spending at least part of their time working remotely. While remote working on its own has been connected to higher employee engagement and greater employee satisfaction, it’s still important to make the employee experience as smooth as possible. Meeting with workers at their home office will require some different approaches and balance acts – consider exploring communication and web conferencing tools to keep in touch without a keyboard. If your remote workers need to use a variety of different systems during the course of their work, APIs can be used to tie disparate platforms together into a convenient and efficient whole.

No company can thrive without happy, motivated workers. In fact, companies with engaged employees typically outperform those without by up to a staggering 202 percent. By leveraging the technologies laid out above, you can streamline your HR responsibilities and help foster a friendly, productive environment that encourages your employees to reach their full potential.

To learn more about the importance of employee engagement, check out this fun infographic 6 Stats That Speak to Employee Retention

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About the Author
Beth Kotz is a freelance contributor for numerous home, technology, and personal finance blogs. She graduated with BA in Communications and Media from DePaul University in Chicago, IL where she continues to live and write. You can find her latest work at HomeOwnerGuides.com.

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Develop Employees

How Neglecting Employee Development Affects Your ROI

When businesses need to balance the books, they tend to cut corners in areas where they find it difficult to prove a return on investment. For this reason, employee development is often an aspect that gets hit – if not by outright budget cuts, then by general neglect and a lack of increased investment.

While a ROI on employee development programs can sometimes be difficult to prove, making increased investment tough to justify, it is an area where businesses get out what they put in. Below, we take a look at how neglecting your employee development programs can negatively impact your ROI.

The Value of Employee Development

The primary reason for investing in employee development programs for your employees is to provide them with the knowledge and skills they need to carry out their tasks. However, there are many ripple effects as well, ranging from improved productivity amongst those who are well-trained, to a competitive advantage over your rivals.

Of course, the value of employee development also extends to the customer as well. Generally speaking, organizations that invest in comprehensive development programs can expect to see a higher number of sales, as well as improvements to customer retention resulting from superior service.

When people think about staff development, they often view it as a synonym for training, but continuous coaching also has a role to play. Indeed, the CSO Insights 2016 Sales Enablement Optimization Study found that formal and dynamic coaching processes improved sales reps’ quota attainment by as much as 10 percent.

Impact on Employee Retention

One of the biggest effects of neglecting the development of your employees comes in the form of staff turnover. There is a direct link between the amount of time and money you invest in development, and the likelihood of staff members choosing to leave your organization.

For example, businesses on the Fortune 100 “Best Companies to Work For” list provide almost double the number of training hours for full-time employees compared to companies that aren’t on the list. Those Fortune 100 organizations saw their ROI manifested in increased employee retention; they had 65 percent lower staff turnover than other businesses in the same sector.

In the CSO Insights 2015 Sales Compensation & Performance Management Study, it is revealed that turnover is five times higher among sales employees than the US national average. This is problematic, because a single salesperson leaving an organization has the capacity to disrupt that organization for up to a year.

Essentially, what this shows is that neglecting your development programs decreases your overall return on investment, while investing fully in development programs results in a much greater ROI.

The Consequences of Neglect

Crucially, however, it is not simply investment that wins the day. Continuous employee development is a vital part of talent management, meaning that development programs must be in a constant state of evolution, adapting as products, services, business practices and market conditions change.

Neglecting employee development by failing to update procedures, can result in outdated product knowledge, longer ramp up times and a competitive disadvantage when compared to other businesses in the same industry. Worse still, neglecting development by putting it off completely can result in poor morale and unskilled staff.

“Developing employees is the classic example of a management function that’s both highly valued and highly neglected,” says Victor Lipman, writing for Forbes. “For busy managers, generally with too much to do in too little time, it’s a very easy task to put off to some indefinite point in the future.”

Finally, it is crucial that investment in employee development extends beyond new hires, to experienced staff members. According to the 2017 CSO Insights Sales Manager Enablement Report, those who spend more than $5,000 per year on developing sales managers see increased quota and revenue attainment, and improved win rates. Nevertheless, sales managers are three times more likely to receive no training at all than salespeople are.

Important Takeaways

Staff development programs require significant investment, both in terms of time and money, as they must be high in quality and evolve along with business practices and market conditions. However, employee development is also an area where it can be difficult to prove a clear ROI, which is why it is often neglected.

While the most obvious form of neglect is the reduction or removal of development services, it can also manifest as a lack of increased investment when it is needed to meet business demands. Yet, high-quality coaching and training have clear benefits when it comes to improving win rates, as well as revenue and quota attainment.

The consequences of neglecting employee development are numerous and include lower levels of customer retention, out-dated product knowledge and poor quality customer service. Additionally, there is a direct correlation between training provisions and staff turnover, with neglect resulting in more employees leaving a company.

For these reasons, neglecting employee development has a detrimental impact on your ROI. The only way to generate the right level of return from your employee development program is to invest sufficiently, spend ample time on development practices and ensure development is continuous, rather than being targeted exclusively to new hires.

To learn more about employee retention, check out this fun infographic 6 Stats That Speak to Employee Retention

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About the Author  
Monika Götzmann is the EMEA Marketing Director of Miller Heiman Group, a global employee development and sales training firm. It helps organizations develop effective talent management strategies through talent ready assessment. She enjoys sharing her insight and thoughts on talent management strategies and best practices.

 

Identify skilled leaders

5 Leadership Skills to Look for When Promoting In-House

Promoting in-house is a smart way to grow your business and invest in your staff towards leadership development. Companies that promote from within often have higher satisfaction ratings from employees and there’s nothing like the possibility of a promotion to keep your team working hard. According to Adam Foroughi, a co-founder and CEO:

“Outside hires can sap the motivation for mid-level and junior-level talent to work harder and move up the ladder. When you promote from within, your employees know that the sky’s the limit, so they always work hard and deliver more for your company. In my experience, this ‘sky’s the limit’ approach creates an atmosphere of optimism that has a positive effect on everyone.”

As you look to various employees who may be similar in terms of work ethic, company loyalty and passion for the business, look for these leadership traits that set them apart. Employees who exemplify these characteristics will be better suited for a leadership position, allowing you to promote the most qualified and excited employees.

  1. Confidence

Confidence is one of the best indicators of potential success with an in-house hire. Fear of personal failure affects a staggering 31 percent of Americans according to a 2016 survey. The same survey even found that 6.1 percent of respondents had given up a promotion due to fear of failure.

While having these fears is common, employees that are confident in their decision-making skills will be more effective leaders. How do you identify confident employees? Look for the following traits, as outlined by Jeff Haden, of Inc.:

  • They take a stand—not to be right, but because they aren’t afraid to be wrong.
  • They listen more than they speak.
  • They duck the spotlight to shine it on others.
  • They freely ask for help.
  • They think, “Why not me?”
  • They don’t put other people down.
  • They aren’t afraid to look silly.
  • They make their own mistakes.
  • They seek approval from only the people who matter.
  1. Social Skills

One of the best ways to know if your new hire has leadership potential is the ‘beer and barbecue’ test, according to Brian Scudamore, CEO of O2E Brands: Would you want to have a beer with this person? Would they have a good time and make connections at a company barbecue?

If so, the person shows leadership potential, because leadership is all about effective communication. You’ve seen this employee in action, and have a good idea of what their strengths and weaknesses are. If communication is one of them—they tend to be social at group events, often organize fun shindigs in the office, or are always the first person to answer a group email—then they may be one of the top candidates.

It’s also important for leaders to recognize others and show appreciation for hard work. Only 41% of employees feel recognized at their desired frequency and 60% feel their managers don’t recognize them enough. Recognition goes a long way and understanding the importance of employee recognition can positively impact employee engagement levels.

  1. Vision

The best leaders have a good idea of what they want to bring to the table. Business News Daily says that a good internal hire will already be showing signs of this kind of vision. They’ll be motivated, focused, and already striving to make company practices as streamlined as possible.

Look for employees that are ‘hustling’ and doing their best to make the company better, rather than simply showing up and going through the motions each day. You can trust that employees who share your vision, and maybe even have their own ideas for the growth of the company, will improve the organization when in a leadership role.

  1. Critical Thinking Skills

Managers are required to think critically every day: “One of the most common duties of a manager or supervisor is to make sure that client, customer, and employee obstacles are being removed or lessened. This includes making sure questions are being answered, proper actions are being taken, and problems are being resolved,” says Lindsey Burke of Select International.

Work with the potential candidates’ direct superiors to assess their work on the last few projects. Ask questions like:

  • Have they shown the ability to analyze a situation thoroughly instead of responding to it immediately?
  • Can they find effective solutions, or do they flounder?
  • Do they regularly offer solutions in brainstorming sessions and meetings?
  1. Ownership

If you’re considering an employee for a promotion, start by giving additional responsibility as a trial; even if they don’t know they’re being considered for the promotion or that this is a trial. Then watch closely as the employee(s) inevitably make mistakes and learn through these new tasks.

Employees that show ownership of mistakes they’ve made, and can move past them and see the learning experience that comes out of it, are the employees you want to promote, according to The Muse. The skill of ownership is difficult to teach, but invaluable when it comes to leading a team. Employees that embody this trait will often be the best people for the promotion.

Start Promoting

Use these tips to find the best candidates for an in-house promotion. There are budding and excited leaders among you, it’s just a matter of finding them. Look for confidence, vision, ownership and more to identify the employees who want to help grow your business and their career.

Discover why it’s important to recognize employees and promote in-house by checking out the eBook The Case for Employee Recognition.

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About the Author
Jessica ThiefelsJessica Thiefels has been writing for more than 10 years and is currently a professional blogger and freelance writer. She spent the last two years working tirelessly for a small startup, where she learned a lot about running business and being resourceful. She now owns her own business and has been featured on Forbes. She’s also written for StartupNation, Manta, Glassdoor and more. Follow her on Twitter @Jlsander07 or connect on LinkedIn.

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Offer the right perks

What Hourly Workers Really Want (It Might Surprise You)

Hourly workers are among the most unhappy employees in the workforce. They often take fewer vacations, have worse benefits, and are passed over for promotions compared to their salaried counterparts. This isn’t surprising. When most companies hire hourly workers, they often focus solely on the dollar amount they must pay to attract qualified candidates, rather than the perks and benefits that can set them apart from other potential employers.

Don’t be MOST companies.

With hourly rates climbing in most major cities, it can be hard to make your job look enticing. However, it turns out that hourly workers value much more than their pay. Employee engagement is more important than ever before. Companies should be considering techniques to attract and engage their hourly workforce

Let’s take a deeper look at what hourly workers really want and how your company can use that to stand out amongst the competition and hire great talent!

Work Flexibility 

It turns out that one of the perks hourly workers value most is work flexibility. In a recent study conducted by Snagajob, nearly 36% of hourly workers reported that work flexibility was the most important perk but only approximately 50% of employers planned on offering job flexibility. So, it begs the questions:

  • How can your company offer flexibility?
  • Is it possible for hourly workers to set their own schedule?
  • Can you offer unlimited vacation time (even if it’s unpaid)?
  • Can your workers choose how many hours they work?

If any of this is possible, your company will greatly improve its odds of making a hire and can even potentially offer a lower hourly rate to prospective candidates.

Bonuses

Another work perk that hourly candidates care about is a performance-based employee bonus.

In the same Snagajob survey referenced above, it appears that 27% of candidates thought bonuses are the most important work perk, so much so that 54% of workers surveyed would change jobs if it meant a bonus structure was included in their compensation plan. Although this seems like the same thing as paying more per hour, which most hiring managers can’t do, bonuses are different.

That’s because bonuses are usually based on work performance. Therefore, if you pay an hourly worker less but offer them a large bonus if they perform well, it’s a win-win situation. If they don’t meet their goals, you don’t have to pay as much. And, if they do, you pay more but you get great results.

See if there is a way your company can offer a bonus tied to performance.  You’ll be able to attract more candidates and it will also give them a great employee incentive to work hard.

Vacation Time

Nearly 13% of workers said that the number one perk they look for is paid time off. However, many hourly employers don’t offer much PTO if they offer it at all. And this, on the surface, seems like a good idea. Why give workers time off when you can have them in the office being productive?

Well, there are a couple very good reasons. Offering PTO is clearly important to workers which means that offering more vacation time will allow you to offer a lower hourly rate or hire more qualified employees. Secondly, many workers don’t even use the vacation time they have earned, so it won’t impact your organization as much as you thought it might. Finally, if your company is in a position where it can offer hourly employees unlimited vacation (even if it’s unpaid), it will be difficult for a candidate to pass up, even for a higher wage. And, as outlined above, they probably won’t use an excessive amount of vacation, even if they do have the option.

Employee Recognition

Don’t just roll your eyes and say “Ugh, Millennials!” Employees, even hourly or contract employees, thrive on engagement, recognition, and general feedback. After all, these are building blocks for improvement and advancement in any career. And even better, deficits in employee recognition are simple to address and can (and most often will) cost you zero dollars. In the meantime, employee recognition improves company culture, increases retention and boosts morale.

There are simple ways to get an employee recognition initiative started. A manager can start by simply sending an end-of-week email highlighting the highs (and lows) of the week. This kind of constructive feedback will enhance an employee’s work. You can even gamify employee recognition, create an employee shout-out on social media or simply give a pat on the back at the end of a grueling project or difficult day. Try taking it one step further and consider implementing HR technology or an employee recognition program across your organization to encourage daily peer-to-peer recognition. Decide what sort of employee recognition best fits your culture and put it into action today!

Employee Engagement

Many hourly employees feel like they’re not really part of the organization or that they are simply temporary workers. However, studies have found that hourly employees usually want to be more engaged with the company they’re working for. There are numerous ways a company and its managers can work to keep hourly employees feeling engaged.

A great way to start is to create a culture of inclusion and make sure that hourly employees are treated and communicated with just like full time or salaried employees. Secondly, managers and other employees should invest the time to get to know hourly employees and form personal relationships.  If an employee integrates particularly well, it may be a good idea to keep them on a salaried basis. Third, managers should communicate regularly with their hourly employees. Many hourly employees complain they are set on a task and are unable to communicate with their boss on a regular basis. Setting up an open line of communication and checking in regularly will not only help an hourly employee stay on task but will also make them feel more engaged with the company and team.

How Does All of This Help Your Company?

If you find ways to stand out amidst an ever-crowded, you can make better hires and pay less per hour by offering the right work perks for your employees. Work perks like flexibility, employee engagement, and vacation time cost your company very little but are incredibly valuable to hourly employees.

If you have any other ideas for great perks that hourly employees highly value, let us know in the comments below, we’d love to hear what you think!

For more information on how employee recognition can help your company, check out the eBook Recognition Culture: The MVP of Employee Experience.

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About the Author
Will Zimmerman is a writer for Proven.

 

managerial tips

5 Ways Managers Can Transform Themselves into Leaders

A quick search on Amazon.com indicates that there are more than 187,000 books with “leadership” or related words in the title. That’s a lot of content written on a single topic.

However,  the word “leader” has been applied to so many different areas of activity that it has become meaningless. Apart from political and military leaders, we have business leaders, market leaders, industry leaders, thought leaders, and so on.

The concept has become so overused that we’ve lost a true understanding of exactly what leadership is. As a result, today’s employees don’t trust their leaders like they used to. And because of this, many areas of the business might suffer, like employee engagement and employee retention.

That said, earning the title of “manager” is one of the greatest professional milestones a contributor can achieve. It means you’ve been deemed capable enough in your current job to be directing others to do it.

Even though this is a leadership role, actually being seen as a leader is no easy task. It takes a great deal of devotion, stamina, and determination.

A manager is someone who keeps operations running smoothly and ensures tasks are completed to meet the defined criteria. A leader, on the other hand, pushes the envelope and drives innovation.

“A genuine leader is not a searcher of consensus, but a molder of consensus.” – Martin Luther King

Make no mistake, both managerial and leadership roles are essential in business. However, leaders are the ones who tend to be remembered and cement their legacies in the history (and self-help) books. Here is what you can do to be one of the crème de la crème…

1. Exhibit Emotional Intelligence

An emotionally intelligent leader can be defined by five major components:

  1. Self-awareness
  2. Self-regulation
  3. Motivation/passion
  4. Empathy
  5. Social skills

Plain and simple, business is about people, both internally and externally. A good leader is well-aware of this and uses these components to pick up on the sensitivities of those around them. They can see the big picture and acknowledge opinions in the correct context of how they fit into it. Even more, they can anticipate reactions and proceed appropriately on instinct.

In terms of emotional intelligence, perhaps the most valuable trait of effective leaders is their ability to listen critically and observe neutrally. In addition to understanding what others are saying, they also take mental notes of the emotions behind the words. In many cases, these are much more important than the words themselves.

Leaders are visionaries. They know how to work with what they are given and inspire others to collectively achieve long-term goals. Speaking of vision . . .

2. Commit to Your Vision

Managers are committed to an organization and its goals. Their loyalty is to the company, and they have the reliability and inflexibility typical of the “good soldier” in that commitment. They’ll ask staff to push ahead, chasing the company’s aims. But their primary duty is to the organization.

By contrast, leaders are committed to their vision. We hear a lot about how leadership goes hand-in-hand with disruption, but unless you’ve worked with a true leader you don’t necessarily realize that disruption starts at home – in the leader’s own organization. Managers want to keep the show on the road. Leaders ask if it’s the right road, the right show, the right cast. Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University and a leading expert on teams and teamwork, has this to say:

“Every team needs a deviant, someone who can help the team by challenging the tendency to want too much homogeneity, which can stifle creativity and learning.”

While managers want each day and each operation to run smoothly on well-understood lines toward predefined goals, deviants are the ones who stand back and say, “Well, wait a minute, why are we even doing this at all? What if we looked at the thing backwards or turned it inside out?”

When the Hackman deviant is just another team member, not a leader, they can be shouted down or frozen out, especially by over-organizing managers. But when they’re the one in charge, the whole team is moving toward innovation.

If you want to be a great leader, expect – and cause – the ground to shift under your feet in ways no manager would ever want. Change your vision of commitment before you commit to your vision.

3. Get Your Hands Dirty

Most great leaders have a common trait: their subordinates trust them and demonstrate unflinching loyalty to their cause. To achieve this, you must prove that you are willing to put yourself in the trenches and not delegate any task that you wouldn’t do yourself.

In other words, you must practice what you preach and not be afraid to jump into the thick of things. Working side-by-side with your subordinates will give you a better idea of exactly how things run on the ground level as well as working knowledge of the tools and methodologies your team uses to complete their tasks and streamline job management.

At the end of the day, demanding respect won’t give you the results you want. To actually earn it from those around you, one of the best things you can do is exhibit an all-for-one and one-for-all attitude.

4. Build People Up

When looking at the concept of people management, there are two major theories to consider.

The first one is Theory X. Managers who fall under the purview of Theory X are more pessimistic and generally assume subordinates do not like their job, avoid responsibility, and must be constantly controlled. These managers are typically known for stifling ideas and not focusing on the unique value each person offers. When this is the case, employees can easily lose motivation, resulting in a high turnover rate. In fact, a study by Gallup found that the odds of an employee being engaged are only 9% under such circumstances.

On the contrary, Theory Y is the one most often adopted by respected leaders. These managers live under the assumption that their subordinates are self-motivated and can work on their own initiative. When the work environment of an organization assumes and provides for such a culture, employees feel fulfilled both personally and professionally, and are motivated to do their best work.

Ultimately, it’s much harder for an organization to develop when managers tend to hold people back. A good leader encourages others to speak up and be meaningfully involved in completing the mission, rather than just following orders. Essentially, leaders coach and mentor, managers give commands.

The key to becoming a “Theory Y Leader” is by promoting transparency in the workplace. Make it a point to encourage open communication. Ask for honest feedback and value everyone’s opinions. This is how company cultures evolve and employees feel more engaged.

5. Challenge the Status Quo

As previously stated, managers keep operations running per usual. Leaders are known to break the mold and take risks. Bill Gates dropped out of college to start Microsoft. Alexander the Great marched a tired but undefeated army on and on. The best leaders are not remembered for playing it safe when opportunity arose.

To establish yourself as a leader, you must be willing to step out of your comfort zone, without being intimidated by the idea of failure. While you should always take appropriate precautions and “manage” risk, remember that leaders embrace change, even if there is nothing wrong with the current status quo. Great breakthroughs don’t happen without a significant risk factor.

“The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man.” – George Bernard Shaw

Leadership is about finding new and innovative ways to improve the norm. When you take risks, you are not judged by the extent of your success or failure. You are defined by the thought process underlying your approach, how you reacted throughout the execution, and what you did with the outcome.

Over to You

It’s important to note that leadership and management are not mutually exclusive roles. Leaders are managers by nature, and vice versa, in many instances. There will always be a need for someone to keep operations going steady. But for a business to see significant growth and development, managers must strive to push boundaries and claim new territory. The impact of a true leader is profound and influences the way people work and live. Ultimately, true leaders are those who make the world a better place.

Check out The Ultimate Guide to Employee Recognition to see how leaders can effectively engage, align, and set their employees up for success.

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About the Author
Lori Wagoner is a market research consultant. She advises small businesses on new ways to find local and national business. She’s an avid blogger and writes for sites such as Small Business Can, Tweak Your Biz and Customer Think. You can catch her on Twitter @loridwagoner.

 

Implement HR Tech

3 Steps: How to Effectively Implement HR Technologies in the Workplace

It can be challenging and cumbersome to implement new HR technology in the workplace. According to a Brandon Hall Group study, 29% of workforce management solutions have been in place for five years or more and 45% wanted to alleviate the burden of manual tasks from HR. So, how exactly do you effectively implement HR technologies in the workplace? The success of a new HR technology rollout depends on several key aspects being clearly thought out beforehand. If the HR technology touches multiple people internally, it is important that all stakeholders are onboard from the beginning. Your goals should be to make an HR technology rollout as pain-free as possible, and the benefits of the new HR technology easy to understand for employees. Here are three ways to ensure a smooth implementation:

Get Employee Buy-In

First and foremost, you should find an HR app or technology your workers will love. How do you that? Ask them which apps or technologies they are already using on their own. This includes apps outside of work. The more you can understand how your employees interact with technology, the better the adoption curve when looking for a solution that your employees might already be familiar with.  In fact, you might be surprised to find that half of your workers have already banded together to use similar applications on their own.

Ask them which HR apps or technologies they wish they could use at work. They may have heard from a friend that their company is using a particular app.

If you already have an HR app in mind that you would like to implement, you can first ask employees for their thoughts and see what your workers think of it. If that goes well, the next step would be to pilot the HR app with a small group of employees. If they love using the new app, then present the idea of rolling it out to the rest of the team and ask for feedback. If all goes well from there, then plan for a company-wide rollout.

Communicate the Purpose and Benefits of the Technology

When presenting the new HR app or technology to stakeholders, it’s important to communicate why the company is rolling out the new HR app or technology. Equally as important is discussing the benefits the workforce will see from using the new HR app or technology. Tell them how it will make their lives better!

There are many ways to do this. Individual managers can discuss the new HR app or technology with their teams. A special email can be sent out giving specific information about the rollout. Posters can be displayed in break rooms displaying the benefits of the new HR app or technology (like an advertisement). A special event, like a pizza party, can be held to entice workers to attend an informational session about the new rollout.

Clearly, there are many ways to go about communicating to your team why you are rolling out a new HR app or technology and how it will improve their working lives and the company.

Create an Easy System for Onboarding

It’s important to provide a seamless onboarding experience. Onboarding is often laborious when rolling out an HR app or technology. But it doesn’t have to be! If you choose apps and technologies that are easy to find, easy to download, and have a built-in tutorial, it takes some of the pain out of getting your team on board. A dedicated FAQ section or knowledge base with videos and tutorials is also helpful as a quick reference guide that can be viewed at anytime.

It’s up to you to decide how and when an existing employee or new employee finds out that they are to be using the HR app or technology. Offering incentives for employees once they start using the new HR app or technology always helps to get them onboarded faster.

Another important consideration when thinking about onboarding is how upgrades will take place. One way to eliminate this worry is to select HR apps and technologies that have dynamic upgrades. With this feature, when it comes time to upgrade, the process will be done automatically.

Rolling out any new HR program is a costly venture. Even more costly is having to re-rollout a technology. If your organization focuses on the three tips above, the long-term viability of the technology will be adopted earlier and will lessen future training and implementation costs. Once your company comes up with a plan for a technology rollout, you will be able to replicate the plan for future rollouts and make adjustments as needed. This will help make future technology rollouts even faster and less expensively.

 To learn more about HR tech, check out this webinar recording on disrupting HR technology.
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About the Author
Atif Siddiqi is the founder and CEO at Branch Messenger, an employee mobile self-service platform for shift workers. An LA native, Atif relocated the company to Minnesota to participate in the TechStars & Target Retail Accelerator Program. Branch has thousands of employees that rely on the app from companies like Target, McDonald’s, Walgreens, 24 Hour Fitness and more.

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Shocking HR Stats

13 Scary Employee Engagement and Recognition Stats That Will Spook You This Halloween

Are you haunted by worries that your best people might quit right before a key deadline? Does lack of team alignment keep you awake at night? Don’t let the tentacles of leadership doubt creep into your brain during hours when you should be rejuvenating. Read through these thirteen hair-raising employee engagement and recognition statistics below and banish any lurking shadows from your company culture.

1. Workers Are Still Rewarded Just for Existing

In a scary throwback to the mid-twentieth century, 87 percent of employee recognition programs center on how long the person has been at the company. While it’s true that minimizing turnover is helpful, nobody comes to work every day because of recognition they’ll be awarded in some future year.

2. Frequent Recognition Gets Overlooked

We know, your life as a manager gets hectic, and you may assume employees can read your mind when you don’t express the appreciation you feel. Pro Tip: They can’t. A Gallup survey finds that only 1 in 3 workers strongly agree that they have been praised or recognized within the past week for doing good work.

3. Most Workers Are Not Engaged

According to Gallup’s 2017 State of the American Workforce report, 51 percent of employees state that they are not engaged in their jobs, which means they’re likely keeping an eye open for a new job. That’s a scary thought, isn’t it? And don’t even think about the distracted workers doing jobs that have a direct bearing on other people’s health and safety.

4. Leaders Are Falling Down on the Job

Gallup provides some truly alarming figures related to the failure of leadership in today’s companies: Only 15 percent of employees “strongly agree” that their management gives them confidence about the future of the company, and only 13 percent state that the company’s leaders communicate effectively throughout the organization.

5. Actively Disengaged Workers: A Problem Waiting to Happen

The number of “actively disengaged” workers, at 24 percent, is nearly double the 13 percent of workers who say they are actively engaged. This can be expensive to your business, as Gallup points out that each instance of employee turnover costs your company an average of 1.5 times the employees’ salary.

6. Recognize Them or Lose Them

Research published in Human Resources Today finds that “the number one reason why people leave jobs is limited recognition and praise.” This is a simple statistic, easy to remember, that will help you keep your talented workers on board for the longer term.

7. Criticism Impairs Thinking

You may think constructive criticism will elicit star performances, but neuroscientists disagree. In fact, criticism activates higher levels of the hormone cortisol, which researchers say “shuts down the thinking center of our brain.” Praise, on the other hand, stimulates the basal ganglia to release pleasure hormones dopamine and oxytocin, which improve performance and attention levels.

8. Lack of Recognition Interferes with Performance

Do employees who aren’t praised work harder, in hopes of eventually being appreciated? Harvard Business Review says “No.” Their research points out that 40 percent of American workers say they would put more effort into their jobs if their employer recognized them more often.

9. Don’t Be Part of This Statistic

The Harvard Business Review study cited above also found that the average employee in their survey reported that it had been 50 days since they last felt recognized for anything they did at work. What number would your average staff person mention, if a surveyor were to ask this question?

10. Millennials Can Slip Away

A recent Deloitte survey found that 2 out of every 3 millennials expect to leave their current job by 2020. One major reason for this restlessness is that this generation feels their skills are not recognized. Only 28 percent of respondents stated that their organization is currently making full use of their skills. To keep your younger workers engaged, you need to recognize their efforts by offering development opportunities.

11. Millennial Need for Flexibility Is Overlooked

Chances are good that the millennials working for you want more flexibility. Eighty-eight percent of younger workers want more schedule flexing authority, while 75 percent want the opportunity to work for home. Meanwhile, only 43 percent of these workers are allowed to work from other locations… so it’s a good bet that some of your staff are surfing the web looking for more adaptable jobs

12. It’s Up to You

Management accounts for 70 percent of the variance in engagement scores. That’s both good and bad news. It means you have a huge influence when it comes to upping your employee engagement scores, but it also means that no other techniques for increasing engagement will be successful if you ignore your role in the solution.

13. Don’t Be Overconfident

You’ve just read a dozen statistics indicating just how big the room for improvement is. Here’s one last warning to take with you: 89 percent of senior managers feel that their company is actually very good at recognizing their workers. This means they probably won’t change. Don’t be part of that overconfident group.

The figures above come from a range of sources, but they all deliver one single message: Rewarding and recognizing your employees is a no-brainer. You work hard on all kinds of complex tasks in order to bring success and sustainability to your company. Don’t overlook the most obvious — and simple — building block of workforce loyalty: prompt, varied employee appreciation.

For more insight on the importance of recognition in the workplace, check out Achievers’ eBook, Recognition Culture: The MVP of Employee Experience.

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Strengthen Leadership

What Does a Self-Aware Leader Look Like at Your Organization?

Although most organizations spend much of their training budget on technical skills, a large percentage of leaders do not have the necessary skills and emotional competencies to manage the demands of the new economy.

In Dan Goleman’s book, Working with Emotional Intelligence, his research shows that emotional intelligence (EI) is twice the indicator of leadership success as IQ and technical skills combined. He further explains that once people leave school and enter the workforce, IQ and technical skills are often equal among those climbing the professional ladder. The differentiator is emotional intelligence (hear Goleman discuss his research in this video on YouTube).

Mr. Goleman has written several books and articles about how stellar career performance requires a leader to have a combination of business strategy knowledge and interpersonal skills. Many leaders don’t have the qualifications to mentor, lead, adapt, inspire, and manage others on their team.

Drawing from decades of analysis of great companies, Mr. Goleman has identified that powerful leaders excel by connecting with others using emotional intelligence (EI) competencies like mindfulness, self-awareness and empathy. These skill sets exist outside the domain of technical skills or IQ.

The idea of emotional intelligence is rooted in psychology and neuroscience. It suggests that when the emotional part of our brain, the amygdala, feels threatened it triggers a fight-or-flight response that can cause people to act irrationally.

Acting in an emotionally intelligent way, one that is self-aware and aware of the emotions and motives of others, can help rewire our physiological responses in times of stress and crisis. Providing tools to leaders on how to self-manage and successfully communicate with others is highly effective in times of tension and complexity. We need more leaders who can deliver a difficult message in an authentic way, creating a trusting environment without hidden agendas.

What can you do to start to build on your own EI skills?

It starts with self-awareness. How do you respond in high-pressure moments? Are you able to understand and recognize your strengths and areas of challenge? Is there a voice in your head that is saying you are not good enough?

To become a self-aware leader, it takes time, guts, vulnerability, and experiencing failure. One of my favorite quotes from Michael Jordan is “I’ve failed over and over and over again in my life and that is why I succeed.”

Here are some things you can do to become a more self-aware leader:

  1. Test yourself or take assessments:
    Participate in a 360-Assessment, StrengthFinders, Disk, Myers-Briggs or Color Code. There are several assessments, and each one offers a great opportunity to learn more about yourself. Know your strengths and areas of challenge and get to know your peers and team members. Understand what ignites you and what triggers you.
  2. Ask for feedback
    Do you know how your emotions impact behaviors, and can you recognize when you have impacted someone else negatively? Ask your circle of influence how you are doing and what can you do to improve. Sometimes the best advice comes from others on your team. Find a mentor – someone who can offer constructive feedback without you becoming defensive.
  3. Identify patterns in your own decision making and behaviors
    Write down why you made a buying decision or why you hired or fired someone. Did it turn out as you expected? Understand your own emotional needs and what causes you to be triggered. Understand how you respond during pressure moments and move away from bad habits that sabotage your best performance. Identify things that have happened in your past that may not be serving your present or future.
  4. Learn from your setbacks or failures
    Don’t let a failure define you. Optimist view failure as a short-term setback. Are you willing to do something different and have you changed your game? Be willing to take a risk or be vulnerable to grow as a leader. Look at opportunities to balance intuition with reason and logic when taking risks.

Effective self-awareness cannot be thought of as a soft science or new age meditation. It is vital to your leadership growth. As a business coach, I find many leaders are not aware enough to admit they have a problem or opportunity for growth. Often, awareness does not come to them until they experience a significant setback. Don’t wait – work on your self-awareness right now and see the impact on your Emotional Intelligence, and then see how Emotional Intelligence will change the way you work and live.

If you would like to learn more about EI, check out the Southwest Institute for Emotional Intelligence.

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About the Author
Bobi Seredich Headshot
Bobi Seredich is the co-founder of the Southwest Institute for Emotional Intelligence in Phoenix, Arizona.  She can be reached at bobi@swiei.com.

 

 

 

 

 

Execute Great Performance Management

Building Blocks of Great Performance Management: 3 Common Goals

Before we hit that reboot button on our performance management programs, let’s be absolutely clear on what performance management actually is, and why we should be doing it. As diverse as organizations are (and as diverse as their PM solutions should be) it is helpful to anchor our thinking within a basic framework. This framework represents the universal outcomes of strong performance programs— outcomes that I’ve come to recognize as indicators of great organizational performance. Think of these three interrelated goals as the essence of all performance programs and the basis from which each organization’s unique differences evolve. More simply, consider them the fundamental building blocks for the design project ahead of you.

In my experience, every high performing organization is ultimately using its performance management program to:

  1. Develop people’s skills and capabilities
  2. Reward all employees equitably
  3. Drive overall organizational performance

How these goals are prioritized or emphasized—what “good” looks like related to each goal—will differ from organization to organization. So too will the way each organization sets about making those goals a reality. But any high-performing organization will have some combination of these three ingredients in its performance management recipe.

Now let’s get familiar with our ingredients.

Goal #1: Develop People

It seems obvious that the development of employees should be a key outcome of any performance solution. After all, isn’t that what performance reviews and career discussions are all about? Well, yes, they should be. But as we discussed earlier, this objective is often the one that loses out. And things get especially muddled when we get hung up on our rewards and ratings processes. As they say, the road to hell is paved with good intentions.

So let’s think about what a strong performance management solution that’s truly focused on developing people might look like. First, it should provide in-the-moment coaching, helping individuals to understand what went well and what could be enhanced the next time around. We all know this intuitively, but many of us are so used to stockpiling this feedback for the annual review that we don’t do this for our employees. Further, in-the-moment coaching provides suggestions to support their growth in an environment that allows them to absorb this feedback without feeling threatened or having something at risk (like their pay raise).

Next, individuals should have information at their disposal that provides insight into what is expected in their current role and any future roles to which they hope to advance. Resources for development might include mentors or coaches who are their advocates within the organization. There should also be self-assessment and training tools that would link to their development plan, providing ideas and resources to support their unique goals.

Goal #2: Reward Equitably

First, let’s be clear on what the word really means. ‘Equitable’ is defined by the Oxford Dictionary as ‘fair and impartial.’ It’s important to note that ‘equally’ and ‘equitably’ are not the same thing. For example, let’s say you worked for three weeks writing a strategy for a new business unit, and your peer had proofread it and tuned it up for you. I’d sure hope you’d want your peer to receive some recognition for her support, but I doubt you’d be happy if her reward and recognition was equal to yours. Instead, you’d want the recognition to be equitable, meaning each of you would get as much credit as you deserve.

When organizations speak of differentiated pay and rewards, they are looking for those rewards to be distributed in an equitable manner—fairly, unbiased, and consistent with the level of contribution or impact. It’s also important to note that rewarding equitably is not just about pay. We’re talking about total rewards: compensation, formal and informal recognition, benefits, promotions, project assignments, you name it.

It’s also important to remember that, from an employee’s perspective, equity is all about fairness. While extrinsic rewards are rarely a driver of human behavior, the belief that a system is unfair or biased is a significant driver for dissatisfaction. In other words, confidence that the system is equitable makes for happy and engaged employees. In order to achieve that sense of fairness, you need to get a clear view of what reward equitably means to your organization and how you can best achieve that goal in your unique environment.

Goal #3: Drive Organizational Performance

There’s been plenty of research that has demonstrated the correlation between an employee’s connectedness to the mission and vision of his or her company and the measurable performance of that organization. We now understand how important it is to assure that teams and individuals are fully aligned to the goals of the company.

I’m talking about individuals and teams feeling an emotional connection to the purpose of the organization. That means they understand the vision, they believe in it, they want to be a part of it, and they see how their work and roles contribute to the broader goal. Remember, however, that this connection must also translate into a framework that helps each employee make good decisions and focus on the right work, day in and day out.

Driving organizational performance might sound like it has more to do with the organization than the employee, but it doesn’t. Sure, organizations want their teams and employees aligned, doing the right work, and not wasting time on efforts that are off-strategy. But we have to recognize that, as humans, we also crave the feeling of being a part of something. Most people want to feel like the work they are doing is important and purposeful. This connectedness is a vital part of an employee’s career satisfaction and overall performance, and considering that career satisfaction is of value to both the organization and the individual, we must find ways to make sure it happens.

As I’ve said, each organization is unique, with differing levels of maturity, mixtures of employee demographics, and diverse cultures and values. You will—and should—interpret and emphasize the Three Common Goals in a way that makes the most sense for you and your strategic goals. But make sure you think long and hard about each as you’re building your new solution. Ignore these important building blocks at your peril!

For more information on how to accurately measure key business objectives like performance, check out Achievers’ eBook Four Places to Start Measuring What Matters.

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About the Author
Tamra Chandler
Tamra Chandler is a bona fide people maven. She’s spent the majority of her career thinking about people, researching how they’re motivated, and developing new and effective ways for organizations to achieve the ultimate win-win: inspired people driving inspiring performance. She’s also the CEO and co-founder of PeopleFirm, one of Washington State’s fastest-growing businesses and most successful women-owned firms. An award-winning leader in her field (she’s been recognized by Consulting Magazine twice as one of the top consultants in the U.S.), she is the author of How Performance Management is Killing Performance — and What to Do About It.

 

 

 

 

Elite 8

Meet the Elite 8 Winners Recognized for Exceptional Commitment to Employee Engagement

The Achievers 50 Most Engaged Workplaces Awards aim to encourage companies to reflect on the work environments they’ve curated. The quality of an output, whatever it may be, is defined by the people who execute on the process and is indicative of how engaged they are with their work. There is no exact science to employee engagement: its composition varies based on the values and mission of a company, but there are 8 elements that consistently align with engagement. As we reviewed the Achievers 50 Most Engaged Workplaces Awards applications, we kept a special eye out for applicants that excelled in these specific elements of employee engagement: are you ready to meet the Elite 8?

Leadership

Alliance Data Systems is the engine behind loyalty and marketing campaigns for more than 1,000 consumer-facing companies worldwide. Leader transparency and interaction is a priority for them: their CEO visits most of their locations around the world every year to speak with associates, answer questions and share the long-term vision.

Communication

Electronic Arts is a leading global interactive entertainment software company that delivers games, content and online services across a variety of platforms. Agile goals that evolve alongside career development plans or business priorities paired with real-time feedback ensure constant, candid communication flows.

Culture

ARI combines ideas, technology and human perspective to curate an automotive fleet management experience that optimizes performance and impacts customers’ bottom line. Family defines their culture: from internal priorities that foster career development and recognition, to an emphasis on personal interaction – caring is key at ARI.

Rewards & Recognition

ATB Financial takes an Albertan-centric approach to banking to help foster successes within the communities of Alberta. They strive to embed recognition in their company DNA to increase personal equity, company commitment and customer service.

Professional & Personal Growth

ArcelorMittal Dofasco is Canada’s largest flat-rolled steel producer and a hallmark of advanced manufacturing in North America. From global assignments and leadership development to apprenticeship program and tuition refund, emphasis is placed on helping employees grow their careers internally.

Accountability & Performance

Cadillac Fairview Corporation Limited transforms communities for a vibrant tomorrow: one of largest owners, operators and developers of retail, office, mixed-used properties in North America. Company-wide objective setting and performance coaching ensures alignment on business objectives and clarity surrounding expectations of team members.

Vision & Values

Reynolds American (RAI) and its operating companies have a bold vision to achieve US market leadership through the transformation of the tobacco industry by meeting emerging marketplace demands for innovative tobacco products while redefining how a tobacco company can help reduce the harm caused by smoking. RAI employees are innovative trailblazers who are connected by common core values to drive innovation and ignite the breakthroughs that are changing an entire industry.

Corporate Social Responsibility

Total Quality Logistics is a freight brokerage firm in North America that keeps the economy moving by connecting customers needing to move truckload, LTL or intermodal freight to carriers with the capacity to move it. They established their program to organize and amplify employee’s philanthropic efforts.

There you have it. Eight companies who have identified and developed the engagement element that drives their success. An idea can only thrive if it has the right people to execute on it: employee engagement matters.

Learn more by reading the press release announcing the Elite 8 here.

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About the Author

Sarah Clayton

Sarah Clayton is the Communications and Campaigns Specialist at Achievers, where she focuses on generating content to drive desired recognition behaviors and engagement on the platform.

 

 

 

engage your workforce

Smart & Final: Effectively Engaging 10,000+ Employees

How do you effectively engage over 10,000 employees? This was the challenge presented to Smart & Final, a major chain of warehouse-style food and supply stores. Smart & Final has over 10,000 employees and approximately 211 stores in 5 states. Their previous employee recognition strategy consisted of a ubiquitously disliked service awards program that was perceived by employees as being impersonal and demotivating. This type of employee experience was unacceptable and something had to be done about it. The Smart & Final team took on the huge task of overhauling their employee recognition strategy and finding a new way to boost employee engagement across the entire organization.

With 66% of HR leaders currently updating their employee engagement and retention strategies, Smart & Final is not alone. Companies worldwide are finding immense value behind putting more time and resources into employee recognition and engagement programs. For starters, 60% of best-in-class organizations have stated employee recognition is extremely valuable in driving individual performance and 50% of HR leaders said that an increase in employee recognition would boost employee retention. If that isn’t enough, a 1% increase in employee engagement equates to an additional 0.6% growth in sales for companies.


Businesses share why employee recognition and engagement matters

It’s a no-brainer why so many companies, such as Ericsson, Rogers, and Availity are jumping on the employee recognition and engagement wagon. Smart & Final wanted to make sure their new HR strategy would hit employee recognition numbers out of the park. And that’s exactly what they did. After Smart & Final implemented its new Spotlight program with Achievers, they saw stronger employee alignment, activity rates, and revenue. The business impact was significant with amazing results, including:

  • Increased monthly recognition activity at 11 times the normal average
  • More than 43,000 recognition moments in one month alone
  • Sales grew 1.1% on average
  • 96.8% of employee recognitions were sent without points attached, making the cost virtually free

Joe Tischbern, Manager of Learning and Engagement at Smart & Final, has seen a shift in perspective from executives on employee recognition after kicking off Spotlight. In our customer testimonial video, he shared:

“Some of our executives were skeptics when we started this. They’re no longer skeptics because they see the impact that a recognition they give has on the hourly associate working in the store. Our CEO himself has said that he’s seen the difference. He’s seen the fact that when he has the opportunity to recognize people, he sees a change in their behavior.”

Not only did Smart & Final’s new employee engagement strategy convert recognition naysayers into believers; sales numbers, employee happiness, and customer satisfaction all improved. Tischbern further shared:

“Sales actually increased during the process because associates were excited. There was a better attitude. The customers were more excited because our associates were more excited.”

Smart & Final’s Spotlight program successfully increased employee engagement across its entire organization. With only 13% of employees engaged worldwide and disengaged employees costing organizations between $450-$550 billion annually, it’s important to address the current state of employee disengagement sooner than later. Avoid high turnover rates and unnecessary costs by re-evaluating your current employee engagement strategy today. Ask yourself the following questions:

  1. How are you currently engaging employees? Is it working?
  2. Are you successfully measuring employee engagement at your company?
  3. Would you consider your company culture positive or negative?
  4. How often do employees recognize colleagues at your workplace?
  5. Are your employees overall happy at work?

If you are unsure how to answer the questions above or unsatisfied with your response, it might be time to join the 66% of HR leaders who are updating their employee engagement and retention strategies. Follow in the steps of Smart & Final and start making a change to create an unbeatable impact on employee engagement.

To learn more about Smart & Final’s Spotlight program and HR success, download Smart & Final’s case study.

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If you’d like to learn more about another employee engagement success story, check out 4 Strategic Drivers of General Motors’ Adoption of Recognition Technology.

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About Kellie Wong
Kellie WongKellie Wong is the Senior Editorial and Social Media Manager for Achievers. She manages Achievers’ social media presence and The Engage Blog, including the editorial calendars for both. In addition to writing blog content for The Engage Blog, she also manages and maintains relationships with 35+ guest blog contributors. Connect with Kellie on LinkedIn.

 

 

 

 

ACE 2017 Key Takeaways

ACE 2017: Key Highlights and Takeaways

There really is no place quite like it…

New Orleans was treated to an eclectic mix of HR professionals as customers from across the globe flocked to the Big Easy for ACE 2017.

The 8th annual Achievers Customer Experience conference was an unparalleled success, as clients and prospective customers exchanged ideas with independent HR thought leaders and decision makers representing some of the world’s most recognizable brands.

Day 1 of the conference kicked off with a series of lively and engaging speakers who introduced the various themes that were weaved throughout the rest of the talks. From the intersection of technology and personalization to navigating organizational change with an aligned workforce, the introductory speeches laid the foundation for a series of thought-provoking breakout sessions aimed at changing the way the world works! Major announcements were made during the event, including Achievers revealing the 2017 Top Category Winners for the Most Engaged Workplaces Awards and the release of Achievers Listen, a suite of tools that is taking employee engagement to the next level.

From the grand ballroom of the majestic Royal Sonesta Hotel, attendees were introduced to some of the developing trends in the employee engagement work space and various success stories from members of the Achievers family:

Achievers’ Chief Technology Officer, Aris Zakinthinos, introduced CHRISTUS St. Michael, who discussed how the implementation of their employee success platform in 2012 had a monumental impact on their business objectives, including a significant increase in recognitions given and leadership engagement as well as a remarkable decrease in their turnover rate, down to 6.4%, well below the industry standard of 19.4%. To read more about Christus Health’s success, click here.

Next up was Blackhawk Network CEO Talbott Roche, who discussed how to use the Achievers platform to drive innovation within your organization. Drawing on first-hand experience, Ms. Roche outlined the benefits of creating an engaged workforce and how recognizing and rewarding their creative potential yields great returns to your bottom line. Ms. Roche went on to highlight some of the success other members of the Achievers family were having with their respective programs.

One of the more recent success stories comes out of Michigan, home to Meijer Inc., a supercenter chain with stores across the United States.

From President and CEO Rick Keyes and Recognition and Engagement Manager, Randi Roehling, we heard about the monumental impact their focus on employee engagement has had since they launched late last year. Discussing how they laid the groundwork for a successful launch of their M-Team program, the duo illustrated the importance of executive buy-in, highlighting the amazing 12,000 recognitions sent out by Mr. Keyes in a few short months.

Next came Achievers’ very own Vice President of Product Development, Egan Cheung, who proudly announced the launch of the much-anticipated Achievers Listen tool. Achievers Listen is a suite of tools that empowers employees to give continuous feedback on what’s working well and what needs to be improved. It provides managers with recommended actions based on their team‘s unique values and culture. We know that every employee is different and to engage your entire workforce, we must avoid a “one size fits all” approach. Achievers new functionality allows you to do just that.

Closing out the morning discussions was an incredible speech from one of the most inspiring young women many in the crowd had the privilege to see. Hannah Alper capped off the introduction to ACE 2017 with a discussion on how minor actions can lead to big change, leaving the crowd both humbled and inspired, ready to springboard into a trio of speaking tracks which individually focused on thought leadership within the HR space (Aspire), best practices for running successful programs (Achieve) and the exciting product functionality and releases from Achievers (Accelerate).

The first day closed out with an amazing event hosted by Achievers. Nearly 300 conference attendees joined a traditional second line parade and enjoyed a lively march through Bourbon Street. The end destination was B.B. King’s Blues Club, where all were treated to some of the best cuisine and music New Orleans has to offer.

After an unforgettable night in the Big Easy, the crowd gathered on Day 2 for a rousing and humorous presentation on Fearless Leadership from Cary Lohrenz, a celebrated author and leader who became the first female fighter pilot in the US Navy. Her experience navigating the inherent challenges of breaking down barriers and shifting individual perspectives prompted unique insights into strategic leadership and diversity training, topics that significantly influence any business’s bottom line.

Closing out the conference was none other than David Novak, author and former CEO of YUM Brands (parent company to Taco Bell, KFC and Pizza Hut). Voted the “2012 CEO of the year”, Mr. Novak knows how to build powerful and diverse organizations. As the leader of over 1.5 million employees, he understands the awesome power of recognition. In his own words, he succinctly drove home what much of the conference covered: “Everyone brings value, worth, and individualism. You need to bring your team together. When you give people respect, appreciation and let them know that they count, they’re going to go to the moon for you.”

With that, ACE 2017 wrapped up. From keynote speakers to customer success stories, the conference illustrated the importance employee engagement and how to get the most of out of your workforce. With the sights, sounds and flavours of New Orleans still fresh on their minds, participants will be able to apply fresh ideas to their programs and drive success within their organizations.

Achievers would like to thank all speakers and every client, partner and friend for their participation in this year’s events. Stay tuned for more information on ACE 2018 in Toronto. Check out photos from ACE 2017 here.

Want to learn more about what was discussed at ACE 2017? Check out 4 Strategic Drivers of General Motors’ Adoption of Recognition Technology, which was written by ACE 2017 attendee and analyst Ben Eubanks.

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Also, while you’re at it, make sure to check out ACE 2017 attendee Coralie Sawruk’s blog post covering her ACE 2017 experience and why she is an advocate for employee recognition.

About the Author 
Darren SavageDarren Savage is currently a Customer Success Manager who works out of Achievers’ Toronto office. Prior to his arrival at Achievers, Darren was a journalist for various publications in the Greater Toronto Area. He left the profession to explore the world before transitioning into a sales role where he provided immersive educational experiences through travel for high school students. He now manages a diverse portfolio at Achievers where he helps his clients develop successful employee engagement programs.

 

 

 

 

 

 

ACE 2017 Achievers Customer Experience

ACE 2017: Day One Highlights

Achievers annual mix of festivity and networking is in full swing with the 50 Most Engaged Workplace Awards Gala and day one of Achievers Customer Experience 2017 (ACE 2017) already in the books.

The 7th annual Achievers 50 Most Engaged Workplaces took place on Monday, September 11th at the historic Saenger Theater in New Orleans. Amidst the finely dressed titans of the HR space, exquisite cuisine, and glamorous ambiance was the highlight of the show, celebrating the companies that go above and beyond in the employee engagement space as determined by a panel of employee engagement experts. After this incredible evening of industry elegance, Achievers announced the crème de la crème, the eight most engaged workplaces. This year, the Elite Eight consists of:

  • Alliance Data for Leadership
  • Electronic Arts for Communication
  • ARI for Culture
  • ATB Financial for Rewards & Recognition
  • ArcelorMittal Dofasco for Professional & Personal Growth
  • Cadillac Fairview Corporation Limited for Accountability & Performance
  • Reynolds American, Inc. for Vision & Values
  • Total Quality Logistics for Corporate Social Responsibility

After an unforgettable night of celebration, ACE 2017 kicked-off on a positive vibe. Prominent members of the Achievers Leadership team shared the success story of CHRISTUS St. Michael Health System. After partnering with Achievers in 2012, CHRISTUS St. Michael saw:

  • a 4,500% increase in recognition given compared to the organization’s prior “home-grown” manual paper solution.
  • a 10% increase in associate engagement specific to leadership recognition from 66% to 77%.
  • a decreased turnover rate to an impressively low 6.4%, significantly below the industry standard annual turnover rate of 19.6%.

In addition to the A-players of Achievers, the opening session featured Blackhawk Network CEO Talbott Roche, who said of the event, ““This is all about celebrating the success you have with Achievers. One of my favorite topics is about innovation. Achievers’ platform is used to drive not just business results, but also innovation through engagement. It’s about how to use a platform to deeply engage. Engaged employees matter to company success. Companies with engaged workers have 6% higher financial results.”

After the keynote speeches ended, it was onto the fantastic slate of HR thought leaders discussing hot-button HR tech topics like employee engagement, rewards and recognition, and how to gain executive buy-in for engagement initiatives. Among the many memorable sessions was a presentation from Rocky Ozaki of NOW Innovations, who shared culture and operational best practices you should adopt to compete in the NoW. Beginning with a brief glimpse into the history of work, Rocky explained how the connected generation, technology and the sharing economy have solidified that the future is NoW.

With the war for talent raging, attracting top talent is harder than ever before. There is a remedy that can alleviate the need for competing for the most talented candidates on the market: retaining the top talent you do have. Cara Silletto, President and Chief Retention Officer of Crescendo Strategies offered insight into how companies can be better aligned with the wants and needs of a constantly evolving workforce, ensuring that the talent you’ve worked so hard to obtain stays with your company for the long haul.

ACE 2017 also featured numerous testimonials from Achievers customers illustrating how an investment in employee engagement can lead to tangible business results such as decreased employee turnover, increased productivity, and an improved bottom line. Becky Etsby, Senior Vice President of Human Resources and Organizational Development at Coborn’s, an employee-owned grocery store with more than 120 locations, stated as much during her presentation, “When employees are engaged, they really do care about the company and can affect a company’s profitability”.

After such an amazing day, it is hard to believe there is more to come. With speakers like Carey Lohrenz, the first female F-14 fighter pilot, day two of ACE 2017 is sure to be equally amazing. Check out all the amazing photos from Day 1 of ACE 2017 here.

Follow the conversation on social media with #AACE17 and follow us on Twitter @ Achievers.

50 ME Marquee

Achievers 50 Most Engaged Workplaces Awards Gala, always a marquee event

Brie Harvey

Brie Harvey, the face of ACE

50 ME Awards

50 Most Engaged Workplaces Awards Gala

A-player smiles

A-players with A-plus smiles

ACE Social Event

Achievers’ Greg Brown and Chase Dolomont getting their grub on

ACE 2017 Stilt/Juggler

Post ACE march to B.B. King’s

ACE 2017 Tarot Card Reading

“I see in your future a trip to ACE 2018”

 

 

 

 

 

 

 

 

 

 

hack your culture

The 4 C’s That Should Define Your HR Department

Since publishing my new book, Culture Hacker, a couple of months ago, I have had some great conversations and brainstorming sessions with Human Resource leaders and Executives across organizations about how to hack their culture and improve their overall employee experience. One outcome has been the development of my ‘Four C’s’ that I believe highlight the required direction of Human Resource leaders and their departments in the future. The 4 C’s refer to the HR leader and department being a Catalyst, Coach, Conductor, and Consultant within their organization. Let’s consider each in detail.

Catalyst

As a Catalyst, the HR team must be proactive and stop waiting for permission to facilitate a cultural change. I have spoken to many HR leaders who seem to be waiting for approval to begin their culture initiatives. First, culture is not an initiative- it is the collective mindset of your people. The question is not whether you have a culture, because you do. The real question is- what are you doing to positively influence the attitude of your staff to be great with customers, perform at a high level and contribute to your organization? The area of opportunity is to partner with your operations teams and work on how to improve the experience of their employees so that they are better at what they do and focused on staying where they are. Retaining employees is a key topic in today’s business world, as research from Gallup suggests that a staggering 47% of the workforce says now is a good time to find a quality job. Furthermore, 51% employees are actively looking for new jobs or watching for openings. The time is now to be the catalyst for a great employee experience.

As a catalyst, you must also be inspirational to those in the organization. Challenge the status quo and mundane by stimulating how employees in the organization think. This can be done by offering training classes, marketing ideas or quotes in screen savers or posters, circulating videos, putting out company challenges, and being a spark for thoughtful conversation when in meetings. You can stimulate the brain at any age and as long as the brain is being stimulated, people are thinking, evolving, and changing, which is necessary in today’s business environment.

Employees

Coach

As a Coach, the HR team must be out in the operations providing feedback to the managers on how they lead their teams. Author, John Le Carre, said, “the desk is a dangerous place from which to judge the world”, and I think HR spends way too much time at their desks. HR managers should spend time alongside managers guiding them on how to be better with their people. We believe 60% of all learning happens on the job, so HR cannot just limit their influence to only the classroom. 20% of all learning comes from getting effective feedback, yet it is rare for managers to get regular feedback on how they are leading. When was the last time your training team was in the operation giving feedback to managers on what they taught them in the classroom? Good trainers have operations and leadership experience and are not afraid of working alongside those they teach. They teach leadership development and have experience in managing teams. However, the reality is that many of the trainers teaching leadership classes today have little experience inspiring teams. This point leads to my next piece of advice for HR Leaders, be a conductor.

Conductor

As a Conductor, HR Executives must, like an orchestra conductor, oversee a group of experts rather than generalists. There are many aspects to being an effective HR department and I often see people moving around various roles in order to gain experience in everything that makes the department run. As a result, we often have very smart and capable generalists filling the positions, but the problem is that HR Executives need to be more focused on building a team of experts.

As an example, HR needs its own data specialists because for HR to be an effective partner in the modern business, they must be collecting and understanding data from a number of touchpoints. When it comes to training, stop promoting the capable administrator who always wanted to teach others. The great trainers, the ones that make you think and feel at the same time, have specific skills, personality traits, and experience that make them stand out. Also, developing content that resonates and stands out is not as easy as putting together a few bullet points on a slide. I truly believe the reason so many employees do not like training is because we do not have expert trainers designing and delivering content.

I also believe you need to have a manager coaching your team, or someone with management experience who can be a guide, resource, and support to your managers. HR needs to put all of its efforts into enabling and empowering their management teams rather than doing things for them, like facilitating tough conversations. I see HR departments putting too much emphasis on the staff and therefore largely ignore the most important group they should influence – their managers. Get experts on your team and elevate your office’s ability to deliver real results throughout the business.

Consultant

My final point is to be a consultant. As a consultant myself, I rely on data, introduce new ideas and best practices, develop plans, get the right people involved to execute that plan, and ensure the plan is executed. As indicated already, HR needs accurate data that will reinforce the importance of the employee experience in performance, customer satisfaction, retention, and even profitability. There are plenty of business cases, such as Lowe’s in my book, indicating that happy employees lead to better customer satisfaction, sales, and overall performance. Each HR business unit needs to have their own data.  As author Daniel Keys Moran says, “you can have data without information, but you cannot have information without data.” A focus on data will allow you to focus on facts- not feelings, which will introduce an ability to develop the right plan over the one you have used a dozen times before.

Next, ensure you are up to date with best practices and ideas that influence how employees are working today. There is so much HR technology available that has intentions to elevate the employee experience. If only the HR department would make it a focus…

Once data and ideas come together, develop a plan that includes objectives, measurements, due dates, assignments, and an understanding of the resources required. Too few HR teams have plans that are being shared across the organization, which is crazy because any HR plan should involve and affect every part of the organization. Once you have a plan, get the key people from across the organization on board and engaged with it. As the consultant, you will work through other managers and teams to make the positive changes you are looking to implement. And remember, you must hold everyone accountable to deliver as required. Managers work to fulfill their list of priorities and if they think the HR plan is not a priority, then it becomes an after thought. As a consultant, I require direct access to the organization’s President or owner so that I can be assured I can enforce the responsibilities assigned. It is important for you to have the same support and access.

This may seem like a lot, but then again what isn’t these days. In companies today, culture is no longer just an HR thing, it is a business thing. By being a catalyst, coach, conductor, and consultant within an organization, you elevate the credibility, relevancy, and influence of your team to truly help everyone else deliver a great business. Good luck.

Learn how to create an unbeatable culture and employee experience by downloading the eBook Recognition Culture: The MVP of Employee Experience.

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About the Author
Shane GreenA world-renowned keynote speaker, author of Culture Hacker, and television personality, Shane Green is a business magnate who consults global Fortune 500 leaders on customer experience and organizational culture. Shane draws upon his foundation at The Ritz-Carlton Hotel Company and work in multiple industries to transform employee mindsets, habits, and skills to improve customer experiences and interactions. As the President & Founder of SGEi, Shane leads a team of professionals who inspire brands like the NBA, Westfield, Foot Locker, NetJets Inc., Cisco Systems, and BMW to reprogram their employee experiences to create loyal customers and raving fans. Visit www.ShaneGreen.com to learn more.

Follow Shane on Twitter: @_ShaneGreen
Connect with Shane on LinkedIn: Shane Green’s LinkedIn Profile