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HR thought leaders

Words of Advice from 7 HR Thought Leaders

We have some stellar thinkers in the HR field today, so we decided to present a sampling of their pithy advice. Each of the people profiled below have their own unique take on managing your human capital, and you may even find a favorite or two whom you want to follow.

“You can’t prevent attrition if your organization doesn’t attend to employee experience.”

Meghan M. Biro is the founder and CEO of TalentCulture and an in-demand HR analyst.

In a recent Forbes article, Biro writes about the urgent need of focusing on the employee experience. She points out the disconnect that occurs in many organizations, where human capital is given lip service but no top-level executive is in charge of overseeing the well-being of workers. “Do you have a senior people manager?” she asks, “And if so, are they in the C-Suite?” Biro is a big fan of HR tech, but in her Forbes piece she observes that technology won’t solve problems unless it’s guided by a strategic vision. And that vision has to focus on what it’s like to be an employee.

“Don’t underestimate the power of recognition and how vital it is to create a positive work environment.”

David Novak is founder and CEO of oGoLead, a leadership development program.

In his recent commentary on CNBC, Novak describes the crisis brought about by toxic leadership. He observes that “actively disengaged workers are costing the U.S. as much as $600 billion in lost productivity” and that the cost of millennial turnover may be as much as $30 billion. He points out that “everyone likes to be appreciated for their contributions” and that employee rewards should be offered along the way, whenever you see great work. That way, momentum stays strong and your people will feel personally invested in the company’s mission.

“Managers need to stop telling people how to get better when they can’t provide enough staffing, training, tools or information for their people to succeed.”

Shane Green is the author of “Culture Hacker” and the founder and president of SGEI.

When providing informal feedback to employees, Green reminds managers that they have to start off by being fair. Informal feedback, provided immediately after a particular employee action, needs to include a listening component. He points out, “Do not deliver a lecture. Staff tune out managers when all they do is give a speech.” When you listen to your people and empower them with the tools that they need, you may find that performance issues resolve themselves.

“Most of us work for a reason: we want to spend our time contributing to others and creating something bigger than ourselves.”

Founder and principal at Bersin by Deloitte, Josh Bersin is a global HR analyst.

Bersin writes about the concept of meaningful work as a necessary foundation for employee engagement. He unpacks the concept of “meaningful” in the context of a job that can often feel routine. A meaningful job has four characteristics:

  • Autonomy: Workers need the freedom to accomplish tasks in their own style.
  • Selection for Fit: Managers should match tasks and employee skills.
  • Small Teams: Human beings perform most effectively in groups where they know each other.
  • Time for Slack: Workers need a chance to reflect and compare notes.

“Ensuring employees remain interested in their work creates a greater sense of purpose and deeper connection to their tasks and the company as a whole.”

Natalie Baumgartner is Chief Workforce Scientist at Achievers and she has spent her career translating engagement and culture research into software that enhances the employee experience.

In her recent Chief Executive Magazine article, Baumgartner points out that it’s important to remember humans are beings of change. Employees’ passions, interests and entire lives evolve over time. It is a costly retention error to believe talent who started their journey enthusiastically will always remain so. She shares, “While change is obviously a natural process, it’s important to catch dips in passion before employees start looking for new jobs. Use daily polls or pulse surveys to gauge interest, engagement, and overall job experiences. These frequent check-ins open the door for ongoing discussions about their future opportunities with the company.”

“I am starting to think of chatbots as your newest HR team member, one that allows employees to easily retrieve answers to frequently asked questions.”

Jeanne Meister is the founder of HR advisory firm Future Workplace and author of the 2017 book “The Future Workplace Experience.”

Meister works at the cutting edge of HR tech, and she maintains a vision of the direction that human resources is headed in. She promotes artificial intelligence as the source of solutions that make management more responsive to employee needs. When workers perceive the HR department as being their ally, performance will improve throughout the organization. Meister points out that some 75 percent of workplaces will use chatbots for some part of their HR solutions by 2020, and she notes that this technology will help HR leaders to create an employee experience “that mirrors their best customer service experience.”

“The best jobs turn coworkers into friends.”

Laurie Ruettiman is an HR leader turned writer, speaker and entrepreneur. She’s also the founder of HRBooks.

In a blog entry about the recent tax cut, Ruettiman writes about how this infusion of cash offers companies an opportunity to invest in social recognition. “I’d spend the money on a strategy that shores up your culture,” she advises, and then goes on to point out that “social recognition is a proven management practice that unlocks the full potential of people by providing purpose, meaning, and appreciation for the work they do every day.”

Fostering employee engagement is an art and a science, and HR leaders approach it from a wide variety of disciplines. Their insight can provide you with the tools you need to create a positive, productive culture in your company. To learn more, download our white paper “The True Cost of Disengagement.”

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Do you want to engage your employees? Start with social recognition. Access Achievers’ report “Building a Business Case for Social Recognition” to get started.

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Manager

Listen Up Managers: Here’s What You Need to Do to Enhance Your Company Culture

Welcome back. We’ve been discussing how company culture is everyone’s responsibility—from leaders at the top of the organization, to HR who facilitates the employee experience, to all managers and employees. In this blog, I want to speak directly to the managers because every manager has a responsibility to create and sustain a positive company culture. Listen, I get that you are busy juggling multiple tasks and responsibilities at once, but the truth is, we need to do a better job at cultivating a culture that inspires performance, and that means ensuring you are balancing all those management responsibilities with your leadership ones. So here are my top 6 areas of focus on how to deliver the right employee experience and culture:

Lead by Example With Company Values: Company values define how everyone within the organization should act and interact with their internal or external customers. As managers, it is very important that you are living the company’s values and setting a good example for your team. Managers account for 70% of the variance in engagement. Yet, we see many managers who are overworked, burned out or have become complacent in their roles, which means leadership responsibilities are often forgotten. If you are not loving what you do, putting in the effort and showing your passion and caring for your team, then how can you expect them to be inspired to perform at their best? Leadership is about inspiring others to want to do their best, so commit to showing your team what it means to live the values. Use every opportunity to reinforce the values; incorporating them into meetings, informal and formal feedback, recognition, decision-making and most noticeably who you select to join the team. The more you reference values and set the example with them, the more likely your employees are to live the values.

Select the Right Person Over a Warm Body: Don’t fall into the trap of hiring just anybody because you need to fill the job. Proper selection affects the team’s morale, as well as performance and productivity. Yet, I still see managers eager to fill the job–relying too much on experience and not considering whether the person is a good cultural fit. This is not a place where you can take shortcuts, so spend the time and put in the effort to finding the best person for the job. Select the right person by focusing on character rather than skills, asking the right behavioral questions and involving other employees in the interview process. By selecting candidates with the right cultural fit, you are reinforcing with current team members the type of heart and mind that is important to your culture and business.

Onboard and Welcome New Employees Correctly: It’s important to managers to set new employees up for success. Orientation should be an exciting and informative first day or two on the job. Partner with HR to ensure your new hires are scheduled to attend orientation. If you are responsible for conducting orientation, make sure it is interesting and engaging, focused around the brand, the culture and the customers. Onboarding, or training and immersion, should be a well thought out plan for the first 30-60 days that consists of different types of training as well as numerous opportunities for feedback and coaching. Don’t throw your employees into the deep end hoping they figure it out. This doesn’t benefit the new hire, other employees or your customers. In fact, you will likely lose the new employee because no one likes feeling like they are failing.

Recognize Those That Perform, Not Just Those That Show Up: We know recognition is important, especially when it comes to increasing engagement. But you need to get recognition right—and that means tying recognition to performance. While it is fine to acknowledge an employee’s tenure on the job, it should not be the basis for recognition. Whether your company has a formal recognition program or not, you need to be recognizing your staff (both individuals and teams) that perform well on a regular basis. Recognition should be personalized and customized. To make it personal, ensure you are providing a thank you in person that is sincere or on a hand-written note. To be customizable, you need to know what your employees like and how they like to be rewarded. This allows you to give recognition that is meaningful and inspiring. Also, provide an opportunity for employees to recognize each other, whether in person or via technology, as peer-to-peer recognition is a great way to boost engagement.

Have Tough Conversations and Make Tough Decisions: Recognizing performance is one side of the coin—the other side is ensuring poor performers are held accountable. Nothing is more demoralizing for a star employee than giving their best every day, just to see another employee completely not care, yet still allowed to be a part of the team. This is one of the quickest way to destroy a culture and ensure your best people leave. So, stop avoiding these tough conversations with low performers. During your conversation, explain the performance issues based on what you’ve observed. Offer an opportunity to help the employee improve by creating a clear, agreed-upon plan where the consequences of not improving are clear. Always be respectful by keeping your feedback about the performance, not the person. If there have been many conversations had, and there is still no improvement, it is your responsibility to let that poor performer go. It isn’t always easy, but it is what is best for the team.

Communicate so You Are Understood, Not Just Heard: We all know that communication is important, in fact, it is your most important leadership tool. But we need to do better at communicating in a way that is understood. More communication is not necessarily better so stop burying your team with endless emails and memos. Keep communication short, simple, direct and relevant. Remember if communication is important, then it should be done in person. Repeat important points often to emphasize priorities. Just because you say something once does not mean that your employees understand what you want them to do, so check for understanding. Instead of asking, “Do you understand?”, ask, “What are your next steps going to be?” or “What did this message mean to you?” Encourage your employees to ask questions or be available and accessible to them so they can come to get clarification away from the group. Communication includes listening so ensure that when you create opportunities for them to speak with you that you give them your full attention, which means no multi-tasking on phones or computers.

By following these key points, you will be on your way to creating a healthy culture that inspires performance. It isn’t always easy, but it is worth it. Thanks for reading.

Come see me at ACE 2018 to learn more about how you can reprogram your employee experience to improve customer service, retention and performance.

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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.

 

employee recognition and feedback

Real-Time Recognition and Feedback: The Key to Driving Sustainable Engagement

A recent study revealed that 87 percent of employers surveyed rank improving retention as a key priority for their business. If you work in management or human resource, this statistic should come as no surprise. Low unemployment rates, the transformation to a candidate-driven job market and the fierce competition to attract top talent has helped employers realize the full value in their current workforce.

The Link Between Engagement and Retention

The question facing employers today is not whether they need to improve retention rates, but how to improve these rates on a long-term basis. Several studies have found a direct link between enhanced employee engagement and improved retention rates. This makes sense – the more engaged the employee is with the company, the less likely they are to seek job opportunities outside of the company.

In an effort to boost engagement, companies all too often invest in a one-time engagement strategy, such as a company retreat or team building exercises. While these tactics do offer some benefits, these strategies alone will never be enough to reap the reward of improved retention. Rather than one-time strategies, your company needs to invest in a culture of engagement. This can lead to sustainable engagement that really drives long-term results.

The Key to Sustainable Engagement

According to a recent Gallup poll, two-thirds of the employees surveyed stated that they did not receive any recognition for their work over the last seven days. Is it just coincidence that just over two-thirds of the workforce also claim to feel disengaged in the workplace? Not likely.

The truth is that it’s impossible to build a culture of engagement if you are not in constant engagement with your staff. Employee recognition and employee feedback offer a fun, effective, and non-threatening way to boost engagement while improving employee morale, job satisfaction, productivity and retention at the same time.

Why Real-Time Recognition and Feedback Is a Must

Not that long ago, employers could get away with semi-annual or even annual employee performance reviews. This is no longer the case. Employees are demanding more from their employers.

They don’t want to wait until the end of the year to find out how their employer views their job performance. Instead, they want real-time recognition and feedback. They want to know that their work is valued and that they are making a positive impact on the company. Today’s employees even accept negative feedback, as long as it’s designed to boost performance.

The reality is that if employers fail to provide real-time recognition on a regular basis, employees can start to doubt their purpose and their value to the company. Once the employee’s perception of their value in the workplace is damaged, you are at a higher risk of losing them.

Tips for Creating a Culture of Recognition and Feedback

In theory, this sounds great but putting it into action is another thing altogether. There are some steps you can take today to build a strong employee recognition and feedback program that can help build a sustainable culture of engagement.

Commitment

It’s crucial for your company to understand the full benefits of sustained engagement. Not only can enhanced engagement boost retention rates, but it also can improve overall productivity, increase workplace morale, and improve job satisfaction among the employees. Understanding these benefits will entice your company to make a solid commitment to invest in the resources necessary to build a strong, long-term employee recognition and feedback program.

Everyone Onboard

An employee recognition and feedback program will only work if everyone from top management down to the entry-level workers are all onboard. It is important to employ the support of company executives, managers and supervisors if you truly want to create a culture of recognition and feedback. Make sure that everyone understands the core mission and goals of the program.

Create a Structured Program

Employee recognition and feedback will not just happen overnight. It takes time to build a culture that can sustain engagement. Your best chance at success is to develop a structured program that is customized to meet your company’s specific needs. Use a behavior-driven platform that has the power to reach every employee, every day, everywhere.

Transparency

Transparency is a must. If there is even a hint that your employee recognition and feedback program is not equitable, it could do more damage than good. Think about it, if your program tends to recognize the same people every time, while ostracizing others this can cause resentment, not just with the workers feeling ostracized, but throughout the company. Be sure to regularly request feedback from your employees in reference to your employee recognition and feedback program and make adjustments or clarifications if necessary.

If you are looking for a meaningful way to improve retention, boost productivity and drive results you must focus not just on employee engagement, but on sustainable engagement. The key to this high level of sustainable engagement is real-time recognition and feedback.

Learn more about the link between employee recognition and engagement and find ways to develop a real-time employee recognition and feedback program in your company by viewing our Achievers and HR Zone webinar recording.

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Do you want to engage your employees? Start with social recognition. Access Achievers’ report “Building a Business Case for Social Recognition” to get started.

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employees social recognition

5 Business Impacts of Social Recognition

Are you an HR professional who’s eager to give your company the advantages of a technology-based social recognition program? When you make your pitch to key executives, you need a way to define and quantify the benefits of such a program. Below, we line up five positive impacts of recognizing and rewarding your employees; present these to anyone who cares about your organization, and you can’t help but win them over!

Impact on Individual Workers

Worldwide, only 15 percent of workers feel engaged at their workplaces, according to Gallup research , and even in the U.S. “the majority of the workforce (51 percent) is not engaged.” Hopefully, your numbers are better than this, but there’s probably still room for improvement. And what are those not-very-engaged workers up to all day? A lot of their time is spent browsing the web, looking for other jobs. One Achievers study found that 44 percent of employees who switched jobs cited lack of recognition and reward as the reason. Furthermore, Harvard Business Review points out that “40 percent of employed Americans say they’d put more energy into their work if they were recognized more often.”

Impact on Managers

While social recognition programs are usually evaluated in terms of improving worker competence and attitude, it turns out that instituting a culture of recognition also has an impact on manager behavior.  Managers who learn to provide their employees with well-targeted positive feedback on a frequent basis actually become better leaders. This increase in management skill will have a powerful impact throughout your organization. Additionally, when workers are more engaged, their managers feel better about being able to deliver on productivity goals. Gallup  notes, “Highly engaged organizations also hold their managers accountable — not just for their team’s measured engagement level, but also for how it relates to their team’s overall performance. They ensure that managers are engaging employees from the first minute of their first day at work.”

Impact on Financial Success

The people in your company who work on nailing down the bottom line are used to looking at hard figures: They can tell you exactly how much effect your cloud server cost or shipping rates have on this quarter’s profits. They may not realize that it’s equally possible to attach numbers to the benefits of improved worker wellbeing. A Harvard Business Review study shows that when a program was implemented in which workers’ strengths are recognized by managers, it resulted in happier workers (of course) and also in a 14 to 29 percent increase  in profit.  Other studies echo the point: Gallup research shows a 21 percent increase in profitability in companies with highly engaged workforces, and in our report, we present additional research that shows how social recognition affects company valuation.

Impact on Employer Brand

Working in HR, you know that a big part of organizational success depends on attracting top talent to your company. In today’s competitive marketplace, you have to be able to do something that makes your brand stand out from the crowd. Gallup puts the spotlight on 39 companies, as they hand out their “Gallup Great Workplace” awards. These companies “create a culture of engagement in which employees can continuously develop and thrive,” and on average, they have 14 engaged employees for every one who’s disengaged. Aon Hewitt annually measures worldwide employee engagement, including quantifying employee advocacy and interest in staying with the current employer. In their latest report, they note that “recognition for contributions (beyond pay and benefits)” is the top driver for these metrics. Social recognition programs that enable employees to express their appreciation for each other play a major role in creating a company culture that feels welcoming and positive.

Impact on Customers

Customer loyalty is an easily-measured metric, and it will reflect the increased levels of employee engagement that result from workers feeling appreciated. The Institute of Customer Service asserts this point clearly: “It is now widely accepted that employee engagement is a critical source of competitive advantage.” The customer loyalty specialists at Smile.io note, “Studies have found that companies with high employee engagement scores had twice the customer loyalty (repeat purchases, recommendations to friends) than companies with average employee engagement levels.” The great thing about having happy customers is that it sets up a positive feedback loop. Social recognition can come from satisfied customers as well as from co-workers and managers, and it will add to an employee’s overall sense that they’re engaged in meaningful activity. Finding ones’s work meaningful creates a sense of alignment with the company’s mission.

The research adds up in a nice logical progression: A social recognition program is the most powerful driver for employee engagement, and engaged employees have a substantial impact on the company’s operation and financial success. Itemizing the impacts of rewards and appreciation will help you build a water-tight  case for investing in HR tech innovations. To learn more, download our report, “The Business Case for Social Recognition.”

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A Recognition Moment: An Interview with Sandra Garcia of General Motors

Sandra Garcia GMMeet Sandra Garcia
Global Compensation CoE (Center of Expertise) Lead for Global Strategic Initiatives – Global Recognition and Global Service Awards Programs, General Motors 

Sandra Garcia resides in Rosario, Argentina and has worked for General Motors (GM) for close to 21 years. Sandra knew early on in her career that she wanted to work for a global company that would allow her to collaborate with people from different countries and cultures. She wanted the opportunity to expand her skillset and be challenged on a daily basis. With a bachelor’s degree in Labor Relations and two professional certifications from WorldatWork (Global Remuneration Professional (GRP) and Certified Compensation Professional (CCP)) and her wide-ranging experience within GM, she is fully equipped to help lead GM’s global recognition and service awards programs.

As GM’s Global Compensation Lead for Global Strategic Initiatives, Sandra is highly regarded as a thought leader in global recognition and global service awards programs and responsible for leading the subject from beginning to end. Her role in GM’s global recognition program, which launched in August 2017, included conducting research and development, leading the bidding process and vendor strategy, designing the new program and gaining leadership buy-in/approval. Also, as a member of the recognition implementation team, she develops strategies and guidelines, training and communication content and participates in key decisions regarding global deployment.

Let’s Take a Moment to Recognize Sandra

We want to take a moment to recognize Sandra for her accomplishments in employee engagement. Below, she answers a series of questions, providing advice for fellow HR professionals and sharing her personal story. 

  1. What interested you in a career in HR?

Early in my career at GM, I started working in Global Purchasing, which enabled me to develop strong negotiation, analytical and planning skills and build relationships with various stakeholders globally. As time passed, I realized I wanted to leverage my negotiation skills and bachelor’s degree in Labor Relations towards building collaborative relationships with the local Union within a challenging union environment in Argentina. I spent some time in Labor Relations, until I applied for a local Compensation and HR Planning position at GM which offered me more analytical and planning experience. I fell in love with working on compensation topics and that’s when I knew I wanted to become a specialized expert in this particular field. I ended up joining the Global Compensation CoE team at GM. I started as a Consultant, and over time, I developed deeper technical knowledge and expertise in different related areas. Just a couple of years ago, I was given the responsibility to lead the implementation of a new global recognition program. This stretch  assignment allowed me to use all the skills acquired throughout my career at GM to set up the program for success. The new recognition program has helped GM not only strengthen its culture of recognition, but support its culture change.   

  1. What is your biggest focus or goal when it comes to the employee experience?

Based on research, we know that focusing on the employee experience can give companies a competitive advantage. We also know that meaningful work and a sense of achievement are key factors that drive a positive employee experience. When it comes to recognition, our focus is to build a positive employee experience. Through our recognition platform, employees are able to connect the work they do every day with company values and gain a deeper understanding of how their work contributes to the company; this gives employees a sense of purpose and accomplishment.

Social recognition, in particular, helps nurture a positive work environment of mutually supportive relationships, which offers employees a sense of belonging.

All of this contributes towards creating a more positive employee experience that increases employee performance, engagement and retention.

  1. What is your biggest culture challenge and how do you overcome it?

Overall, my biggest culture challenge is finding new ways to innovate and having an open mind to change – to see things not as they are, but as they could be. Innovation is clearly led from the top, and I have been lucky throughout my career at GM to have supportive leaders that provide me opportunities and push me outside of my comfort zone. This has allowed me to develop and propose solutions, strategies and initiatives to address important issues related to our employees and/or competitive practices. To overcome my culture challenge to innovate or champion change (and the initial fear of potential failure one might feel), I go through extensive external and internal research to understand issues; this includes gathering data, facts, trends, etc. This process allows me to thoroughly digest every idea before selecting which one is the best to pursue or recommend. When I have research in my back pocket, I feel more confident to endorse an idea, believe in it and give it a try. Also, I have made it a habit to always reflect on the lessons learned – what went well and what did not – to better equip me for future decisions.

  1. What is key to boosting employee engagement across your organization?

One of the key factors for boosting employee engagement across GM involves our culture strategy. Our refreshed purpose, vision, values and behaviors introduced at the end of last year set the stage for common enterprise definitions. Having a common language globally for talent, feedback, recognition, development, learning and culture makes it easier for our employees to understand how their work is directly tied to the company purpose. Also, our leadership team plays a key role in GM’s employee engagement efforts and drives the direction of our culture. They focus on how to improve employee performance and drive a shared sense of accountability. Other key drivers that increase employee engagement across GM include career opportunities and frequent recognition. Our employees have endless opportunities to grow within the company both professionally and personally. They also have recognition embedded into their day to day, which gives them a sense of progress and achievement. When an employee’s work is publicly recognized by leaders and colleagues, it motivates him/her to grow, contribute and engage in the workplace.

  1. What is your favorite employee recognition moment at GM?

I have many memorable recognition moments at GM. One of my favorite moments was the day we launched our new global recognition program, powered by Achievers. On launch day, our project team received a public recognition from our Vice President of Global Human Resources and it ended up being the first recognition sent across the platform. This moment gave me a real sense of achievement and purpose, and I felt all my hard work paid off.

  1. Where do you see the future of employee engagement heading?

We know that the future of employee engagement is heading more towards frequent pulsing and the ability to act on feedback more rapidly; technology is key for this. As leaders play a critical role in employee engagement, we will continue to see a strong focus on providing leadership with quick, actionable tools to build and sustain engaged teams. There will also be an emphasis on providing employees the right resources to be more accountable of their own engagement levels. 

  1. What would be your top three pieces of advice for an HR professional who is looking to implement an employee engagement strategy at their organization?

#1: Conduct extensive research and advanced planning  

Like any project, designing and executing a successful program happens well before vendor selection, so it is key to do extensive research and advanced planning. Gather as much information internally to understand your company’s current state. For example, look into how employees and leaders perceive recognition, what options are out there, and what is working and what isn’t working. Look outside your company and research externally to better understand the recognition industry, trends and best practices. This will help you create a compelling business case first, and later, design the program, strategy and objectives for leadership buy-in. Also, gather as much information as possible during the bidding process to get a strong grasp of project deliverables and the deployment process before selecting a vendor.

#2: Create a compelling business case

Use all the extensive research you’ve done to identify alignments between your company’s business goals and HR strategy. For example, ask yourself, “Are you leveraging recognition to be a top driver of employee engagement or as a catalyst for alignment? Or perhaps as a driver to accelerate cultural change?” Be prepared to use different targeted key messages and tailor data or evidence for the different buy-in audiences and stakeholders (i.e. a technology platform can help track budget and monitor spend for Finance, while a recognition platform can serve as a top driver of employee engagement for HR).

#3: Get executive sponsorship from key players and involve stakeholders early in the process

Make it a priority to get buy-in from key stakeholders or audiences. Determine which stakeholders are the right ones to involve early in the project to better set up the program for success. By identifying who to get sponsorship from and which stakeholders are vital, you are building a stronger case and structure for your future recognition program. An employee engagement and recognition program is dependent on the right team and advocates driving it.

Looking Ahead

What’s next for Sandra? She is currently integrating hourly employees globally and other programs into GM’s recognition platform to further improve the employee experience and engagement. She continues to partner with key stakeholders to drive a culture of recognition and remains focused on sustaining and improving employee recognition across GM.

About GM’s Recognition Program

GM’s employee recognition program, powered by Achievers, caters to 68,000 employees across 26 countries. Since launch, the program has set the record for most activations in the first day of program launch in Achievers history. GM has seen huge success, including 96% activation, 63% monthly active users and 67.9% recognition coverage. To learn more about the award-winning platform that powers GM’s recognition program, sign up for a demo of Achievers today.

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About the Author
Kellie WongKellie Wong is a Content Marketing Manager for Achievers. She manages The Engage Blog and produces a range of marketing content. In addition to being the final editor of all blog content for The Engage Blog, she also manages and maintains relationships with 45+ writing contributors. Connect with Kellie on LinkedIn.

 

 

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Using Recognition to Drive Engagement: Inside Scotiabank’s Pay It Forward Campaign

Are you currently using recognition to boost employee engagement across your organization? You should. Scotiabank, a leading financial services provider, is already ahead of the curve and finding innovative ways to spread employee recognition across 90,000 employees globally. Before diving straight into Scotiabank’s recognition success, let’s get to know the company a bit. Scotiabank was founded in 1832 in Halifax, Nova Scotia. With close to 90,000 employees around the world and over 23 million customers, Scotiabank is a leader in financial services in North America, Latin America, the Caribbean and Central America, and Asia-Pacific. They offer a broad range of advice, products and services, including personal and commercial banking, wealth management and private banking, corporate and investment banking, and capital markets.

In order to maintain and build their strong global reputation, Scotiabank had to make sure they focused on their employees to maximize productivity and business success. Where did Scotiabank start? The answer is with their Applause 2.0 informal recognition program, powered by Achievers.

A Round of Applause for Scotiabank

Scotiabank was running on a legacy platform from the early 2000’s before upgrading to its Applause 2.0 recognition program in March 2016. Applause 2.0 leverages advanced HR technology that enables ongoing employee recognition at all levels, linking to the company’s core values. Scotiabank’s employees across the world are able to participate in the program, including regular and contract employees. To simplify the employee experience, Applause 2.0 was integrated with other core systems, including Scotiabank’s internal social collaboration platform. With the ability to earn points through point-based recognitions, employees can work towards redeeming from a wide variety of reward items in the catalogue.

Let’s Pay It Forward With Recognition

In order to keep the momentum going with their employee recognition program, Scotiabank decided to build a 2-week campaign to create excitement in the workplace and keep the program fresh. The campaign, named Pay it Forward, encouraged employees to view each received recognition as an opportunity to pay it forward and recognize another peer. To further empower employees during the campaign, individual contributors, who typically only have access to social (non-monetary) recognition, were given access to points to award.

A domino effect shortly followed after the campaign launch and the results were extremely positive. So positive that Scotiabank has run the campaign two years in a row. In 2018, 86,243 total recognitions were sent during the same campaign period as the previous year, resulting in a 46% increase year-over-year for all recognition activity on the platform. Also, 20% of all employees sent more than one recognition during the campaign period, revealing that this campaign wasn’t all about the points for employees – it was about being intentional and conscious, and recognizing others based on performance. Scotiabank’s recognition program and Pay It Forward campaign truly aims to seek out employees that have gone above and beyond their normal duties. What other success did Scotiabank see with their Pay It Forward campaign in 2018? We’ll tell you.

Scotiabank saw the following positive results:

  • 47,586 Pay It Forward points-based recognitions were sent
  • 1,677 users activated their account during Pay It Forward, bringing Scotiabank up to 86% activation globally
  • 37% of employees sent at least one recognition during the campaign, an increase of 13% compared to 2017

It’s clear that Scotiabank’s Pay It Forward campaign was a huge success. But, what about Scotiabank’s KPIs? Did their KPIs see a positive impact as well from the campaign? The answer is absolutely. Employee participation from Pay It Forward ended up positively impacting KPIs in 2017, which was a great win for Scotiabank’s HR team.

2017 KPI results included the following:

  • People managers sent 3.0 recognitions on average in the campaign period, up from a 2.0 two months prior.
  • Recognition coverage jumped to 65%, resulting in a 10% increase month-over-month
  • 70% of employees globally logged into the platform, resulting in a 20% increase month-over-month

Scotiabank saw tangible and outstanding results from their targeted Pay It Forward campaign every year and it showcases the true value recognition has towards driving employee engagement. Let’s give a round of Applause to Scotiabank and their employee engagement success!

To learn more about Scotiabank’s recognition journey, check out this webinar recording on Using Recognition to Drive Engagement – A Best Practice Guide with Scotiabank.

Are you looking for another HR success story? Discover how Cox Automotive increased employee engagement across their organization by checking out this blog post on Lighting the Spark of Employee Engagement: Inside Cox Automotive’s Spark Week Celebration.

About the Author
Kellie WongKellie Wong is a Content Marketing Manager for Achievers. She manages The Engage Blog and produces a range of marketing content. In addition to being the final editor of all blog content for The Engage Blog, she also manages and maintains relationships with 45+ writing contributors. Connect with Kellie on LinkedIn.

 

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employee disengagement

How to Address Early Signs of Employee Disengagement

According to the Work Institute’s 2017 Retention Report, 75% of the causes of employee turnover are preventable. That’s excellent news for your HR budget, as the cost of replacing entry-level employees alone hovers near $4,000 per position. A small change in human behavior can be enough to indicate damage in employee motivation. Yet, detecting early signs of employee disengagement is never an easy task. It requires excellent observation skills and strong empathy to respond in a way that restores engagement across your organization.

At a time where barriers between leaders and employees are at an all-time low and with 70% of employees wanting to spend more time with their manager, simple actions stemming from emotional intelligence and intuitive leadership are powerful enough to correct a subtle motivation drop. Here’s engagement clinics to discover how you can address early signs of employee disengagement.

Note: All names have been changed for privacy considerations.

High Performers: Empowerment is Not Anarchy

Efficient, committed, and highly engaged, Jane was the next talent to accelerate.

Jane’s manager assumed that since she was a high performer, she didn’t need much handholding to sustain her performance. But Jane’s sense of achievement dropped in the course of a few months, an early sign of employee disengagement.

The challenge for any leader is to adjust space for employees to be empowered. For a high performer, too much attention to what she does is micro management. But attention to how she does it and why she does do it can give off the wrong message.

Early Signs of Disengagement - High Performers

Treatment

As any other employee, high performers need frequent recognition to protect their sense of belonging. They want strong feedback to reach excellence in their work. And they crave coaching and mentoring to level up their “soft” skills. After all, 68% of millennials who intend to stay in their company for the next 5 years are involved in mentoring programs.

Discovery of Potential: Stories and Limiting Beliefs

I remember very well Simon. Simon was the go-to expert in his area. Considering his immense knowledge and potential for relationship-building, I assumed his next step was to develop his leadership skills.

What I underestimated at the time is that Simon had little appetite for stepping out of his comfort zone. Early signs of employee disengagement showed up as plain resistance, from “I’m not sure I can do it” to “this is completely useless!”.

Each leader should pay extra attention to words of resistance. Resistance is the seed for limiting beliefs that can become given realities for the employee, and get in the way of performance.

Early Signs of Disengagement - Resistance

Treatment

80% of employees would work longer hours for a more empathetic employer. An emotionally intelligent leader knows that a huge part of the job is to attend to team members and support them towards having a delicate balance of confidence and performance. Performance starts with clear goals. Confidence grows when you support your employees as they achieve those goals, and show them where their true potential is.

In Tune with Culture: The “Selective Memory” Syndrome

How often do you try to communicate a message to your team and some still don’t get it? Frustrating, right? It’s nothing else than human nature.

Driven by fight or flight responses, humans are not wired to navigate change easily. If you try to suggest change towards the way your team behaves, you can might be criticized or worse, ignored. It could be tempting to take criticism as “venting moments”. But if left unaddressed, those early signs of employee disengagement can lead team members to question if their values are still aligned to the company’s mission and values.

Early Signs of Disengagement - Aversion

Treatment

According to Deloitte’s Talent 2020 series, “performing meaningful work” is one of the top three motivational drivers for employees. For team leaders, it could be as simple as making top level communications relatable for everyone and taking the time understand what type of work each of your team members enjoys doing.

In addition, listening to your employees on a daily basis fosters a safe space for them to express their opinion. With the availability of advanced HR technology listening to your employees on a daily basis is now easier than ever. Check out intelligent active listening interfaces such as Achievers’ Allie™. With Allie, you can get clear insights on your employees’ pulse and receive honest feedback.

Final Thoughts

 Deloitte just released its 2018 Human Capital Trends report, where it stated the following:

“Most companies are struggling to recruit and develop these human skills of the future. Despite having an increasingly clear understanding of the skills needed in a world where humans work side by side with machines, 49% of respondents do not have a plan to cultivate them.”

One of those “human skills of the future” is to ensure your leadership includes the best employee engagement and retention tactic: fostering human connections so that you can spot (and address) early signs of employee disengagement.

Do you want to learn more about employee disengagement? Check out Achievers’ white paper, The True Cost of Employee Disengagement.
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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.

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

About the Author
Coralie Sawruk
Coralie 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. Get in touch on LinkedIn

 

 

 

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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.

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

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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Create a Mission-Based Culture

4 Ways to Create a Mission-Based Culture Where Employees Will Thrive

A company’s mission statement is the driving force behind its company culture. It’s what ignites passion and motivation in employees.

At Achievers, our mission is simple: to change the way the world works. We aspire to do that by aligning everyone with business goals and company values, driven by recognizing shared victories every day. In short, we aim to make success a way of life.

Creating a mission-based culture is crucial for employee — and ultimately, company — success. In fact, according to our latest report, 76 percent of North American employees cited a positive corporate culture as the single most important quality in an employer.

By focusing on your mission company-wide, you open the door for more meaningful employee experiences and a more motivated team.

Here are four steps you can take to instill a mission-based culture at your company:

  1. Start with the employee

Empowering employees to adopt the company’s mission and values as their own is the first step in creating a mission-based culture.

Help your team take this step by encouraging employees to approach their work with an entrepreneurial mindset. Challenge your team to proactively and creatively find solutions to issues the company is facing.

Software companies, for instance, use hackathons to discover new solutions in programming. Leverage this idea to bring people together to accomplish challenges that can have impact throughout the company.

Jumpstart the event by asking employees to note the biggest challenges they or your customers are facing. Next, have them form teams and begin collaborating. Give employees a designated amount of time (traditional hackathons are about 48 hours) to design a program, role, or even software to solve the issues they presented.

The last step is to have employees present their solution and successfully explain how it reinforces the company’s mission. The winning team can then move forward with implementing their solution.

  1. Celebrate your mission

 Recognition isn’t just about celebrating your employees. It’s also about celebrating your company’s mission and recognizing those who exemplify it. In doing so, employees are able to see a direct connection between their efforts, the mission statement, and the company culture.

Unfortunately, it seems many companies are missing the recognition mark. In fact, our report also found that 55 percent of North American employees noted a lack of recognition and engagement as the main reasons behind wanting to change jobs.

At Achievers, we maintain a strong, positive culture by tying our communication and employee recognition efforts to employees’ work. For example, on a quarterly basis, our company comes together for a rewards and recognition (R&R) celebrations.

We place a lot of importance on giving our employees a voice and making it known throughout the company. We are not only proud of our employees, but also we value them and want to demonstrate that during the R&R celebration.

Recognitions are shared company-wide, highlighting examples of how our employees make a difference both internally and with our customers. No accomplishment is too small. They are meaningful, impactful, and push the company’s mission forward.

  1. Be transparent during the good and the bad

 Transparency allows employees to clearly see how their efforts impact overall organizational goals. To give employees a greater sense of transparency, let your company’s mission and values shine through in every situation — both good and bad.

When something great happens, like the promotion of a team member, celebrate it publicly. Explain what this employee did to earn a promotion and how their actions and attitude positively reflect the company’s mission. This way, employees can see the company mission in action and learn and grow from it.

While not as easy to do, it’s equally important to share the downsides of the job with employees. If you lose a client, for instance, be open and honest with your team about why this happened. Most importantly, use this time to inspire employees and unite them behind your mission. By discussing the issue as a team, you and the company can learn from this experience and help prevent similar issues in the future.

  1. Stay connected

 Your company and employees are constantly evolving. Even if your mission stays the same, the connections and values employees have will change. Because each employee is unique, you need to stay connected to their emotions and relationship with the company.

To accomplish this, arm your managers with the tools they need to listen to their employees, as well as offer recognition, on a consistent basis.

Technology that allows your managers to get a pulse on their direct reports on a daily basis will provide more insight into accomplishments and challenges than an annual or quarterly survey. More importantly, the data managers receive is in real-time, which allows them to take immediate action.

Giving your managers the tools they need to listen and respond to their direct reports in a personalized way brings it full-circle and back to the company mission. These practices will give leaders the opportunity to understand what matters to their employees, react in the moment, and redirect employees to a more engaged, mission-based culture.

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.

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

About the Author
Diane ScheidlerDiane Scheidler is the Head of HR 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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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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Shift to Recognition

The Shift from Years of Service Awards to a Culture of Recognition

We’ve all been there. Your coworker Sam is moving on to a new opportunity. Goodbyes are being said. Personal email addresses are being exchanged so everyone can “stay in touch”. Sam’s cardboard box is filled with the usual suspects: family photos, a mousepad with the Dallas Cowboys logo, the chrome stapler he secretly lifted from the supply closet and a Ziplock bag full of client business cards he has gathered over the years.

employee turnover

Now, here is where the real fun begins. Sam’s footsteps can still be heard in the hallway when the vultures swoop in at his desk. The Pilot 2.0 pens, the ones that draw the super clean lines without smearing, go first. The post it notes and desk calculator go next. Bill from accounting grabs the XXL Chili Cookoff sweatshirt for his 6’4” nephew who plays nose tackle in Idaho. By the time the dust settles, inventory has grown scarce. However, a few items have remained unclaimed despite numerous scavengers passing by. Sam’s three “Account Executive of the Half” awards have zero bids. What is Sam supposed to do with these? Set them up on his desk at his new gig? Another drawer holds the faux leather briefcase with the company logo stitched on it that he received for his five-year work anniversary. Sam only had three options for his award and he selected the briefcase over the whiskey decanter (he already has one) and the cherry wood desk clock (his watch works fine). Sam won’t need it in the future as this company is now firmly in his past.

Why would Sam leave his years of service award behind? These type of awards are meant to be a reward for the culmination of five years of hard work! Does an unused briefcase truly represent the appreciation his previous company had for him? Sam has worked his tail off for 260 weeks and his big thank you comes in the form of a pleather bag to carry to work – the same bag that has been gathering dust in his desk drawer since the day he received it. To make matters worse, every employee next to Sam receives the same type of awards at their five-year work anniversary which makes the gesture less personalized. Whether your work performance is the strongest or the weakest in the company, everyone gets the same reward. Logic would assume that a costly rewards program would focus on performance yet 87 percent of recognition programs focus on tenure.

This brings up a legitimate question –  is a tenure of 5 years the benchmark to define loyalty? Do employees not take actions on a monthly, weekly or daily basis to benefit their company and confirm their commitment? For Sam, there were dozens of moments during that time span that were worthy of recognition. Like the time he renewed his biggest client despite them having given a verbal commitment to his competition. What about the time Sam worked 10 hours on Thanksgiving Day to finalize the forecast projections the CFO dropped on everyone at the last minute? Or maybe the 11 folks he acted as a mentor to when they were new hires. If you demand Sam’s loyalty, you must recognize him in the moments he displays it. After all, 59 percent of employees are not recognized at their preferred frequency. Nobody is sticking around for half of a decade just to get a lapel pin, gold watch or acrylic awards. In fact, the high majority of employees will never make it to a 5-year anniversary at a company. According to the Bureau of Labor Statistics, the average job tenure in the US is just 4.2 years. And the millennial workforce, who is expected to make up 75 percent of the workforce by 2025, will switch jobs four times in their first decade out of college!

What’s the solution? How do you build loyalty in the modern job-hopping workforce? The secret lies in building a true culture of recognition. Employee recognition should be given frequently and in the moment. This can include performance achievements, learning and development accomplishments and even celebrations such as birthdays and work anniversaries. Below are six keys to a successful recognition strategy.

  1. Speak to employees in their preferred language
    The modern employee wants convenience and information delivered in a manner that is easy to use, available via mobile and in the flow of work.
  1. Increase the frequency in which you recognize to drive behavior
    Letting employees know that their positive contributions are noticed drives discretionary effort because what gets recognized gets repeated.
  1. Celebrate milestones in the moment
    Find reasons to show employee appreciation such as finishing an onboarding checklist, completion of modules in a learning management system, birthdays, service anniversaries, etc.
  1. Integrate multiple programs into your recognition and engagement platform
    Make your recognition and engagement platform into a one-stop shop. Integrate other company programs such as HRIS, LMS, Wellness, Charity, Innovation and Referrals.
  1. Incorporate a non-monetary recognition strategy
    Not all recognitions have to include a monetary reward. Allowing for social recognitions increases frequency and drives incremental effort.
  1. Research successful employee recognition programs
    You’re not alone when it comes to building an impactful recognition strategy. Take a look at how other companies are successfully engaging their workforces through employee recognition. For example, you can gather inspiration from Horizon BCBSNJ’s and Smart & Final’s success stories. Access more HR success stories from leading companies here.

As the modern workforce shifts from year of service awards to sophisticated recognition and engagement platforms, it’s important to keep in my mind my six keys to a successful recognition strategy. From now on, avoid having the next Sam walk out your door by showing him appreciation from the start and on a regular basis.

To learn more, download Achievers eBook Recognition Culture: The MVP of Employee Experience.

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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
Clinton Bean Headshot
Clint Bean is an Enterprise Account Executive at Achievers dedicated to helping large corporations better understand the evolution of engagement. He resides in Texas with his wife and 3 sons and can often be found on the sidelines coaching basketball and soccer or enjoying a round of golf. Connect with Clint on LinkedIn.

 

 

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Spread Employee Appreciation

20 Fresh Ideas for the Best Employee Appreciation Week

At Achievers, we couldn’t quite wrap our minds around designating just one day a year for employee appreciation. One special employee appreciation week, though — that can be a great opportunity to renew your commitment to showing your employees how much you value them.

Below are a few fun ideas you can use to really show your employees what they mean to you.

Optimize the Workplace

1. Create a Mentoring Program

Mentoring shows each worker that they matter, and creates new bonds of connection within the company.

2. Non-Work Lunch With the Boss

Take your team members out to lunch, either individually or in small groups. Keep the conversation away from work topics; instead, spend the time getting to know each person better.

3. Team Games

Make a list of fun activities (like bowling or laser tag) and ask your team to vote on their favorite. Be sure to offer appealing alternatives for anyone with physical limitations.

4. Do Your Employee’s Job for a Day

Draw names from a hat to choose one worker whose job you will do for a day. The chosen person will supervise you and make sure you do it right. You may just get a bird’s eye view of problems you weren’t aware of.

5. Crowdsource Innovation

Send out an employee survey asking for suggestions on ways to make the workplace run more smoothly, then hold a vote and promptly implement the winning idea. Your team will feel valued and you may well see an uptick in productivity.

6. Add Fun to the Break-Room

Sometimes, having a puzzle to work on is a great form of mental relaxation. Toy stores feature an incredible selection of cute, wacky, challenging and compelling amusements for all ages, and just seeing them will lighten up everyone’s mood.

7. Upgrade Office Furniture

Do people’s chairs need replacing? Providing your staff with ergonomic office furniture is a great way to ward off possible back problems and improve productivity. Your team will appreciate the fact that you care about their health.

Tip the Work-Life Balance

8. Massage or Manicure

Bring in two specialists and let each team member choose which luxury they prefer. Whether they end up with fancy fingernails or more relaxed shoulder muscles, it’ll brighten their day.

9. Housecleaning or Window Washing Coupons

Arrange for a bulk discount at a local housecleaning agency, and give all employees coupons for a single session at their homes. Even the tidiest housekeepers will welcome a helping hand.

10. Free Pass for Time Off or Late Arrival

These passes are sure to be coveted, and they’ll demonstrate that you respect your workers’ outside commitments. The flexibility of being able to pick a day to come in late, leave early or stay home will reduce the stress of conflicting demands, and will increase employee engagement.

11. Add a Fountain for Mental Refreshment

The sound of water is proven to bring a sense of calm and well being. Add a small water feature to your office, with a fern or two, and green up the atmosphere of your workplace.

12. Gift Certificates for Childcare and Dinner

It’s great to offer workers the chance to go out on a real date, but this can create extra expenses for those with young children. Professional child-care agencies offer gift certificates, allowing your employee to enjoy the luxury of a real evening out.

Offer Rewards and Recognition

13. Handwritten Notes

Yes, we mean just sit down with a pen and a stack of paper. Think about what each person has accomplished this year, and thank them for their specific efforts and achievements. It’s simple and straightforward, and will put a lasting form of validation into your employees’ hands.

14. Flowers

Natural beauty isn’t just for women; dramatic and colorful floral arrangements can be created to appeal to all tastes, and show that you care about aspects of life deeper than just the bottom line. For large teams, a major assemblage can be placed where everyone can see it.

15. Gift Cards

Everyone loves the luxury of getting to shop for free. Choose gift cards according to each workers’ preferences, or pick a type that covers so many different items that it’s guaranteed to delight every recipient.

16. Free Gym Memberships

This will add to your productivity by upping your workers’ fitness levels, and the extra exercise will improve their emotional health as well. Pair the memberships with some schedule flexing so employees can find time to actually get to the gym.

17. Artisan Food Delivery

Does your city have a gourmet cookie or cupcake delivery service? Handmade artisan food treats are becoming more common, and nothing says quality and caring like treating your workers to the best edibles out there.

18. Serve Breakfast to Your Team

Reserve the first hour of one day for a truly great catered breakfast. Once the food has been brought, grab a coffee pot and start pouring the coffee and serving the waffles. It will show that you’re willing to go the extra mile for your people!

19. Create a Team Scrapbook

Ask everyone to contribute a few photos, and take some of your own as well. Use photo-editing software to create a printable book, add some personal compliments and then print one copy for each person on your team.

20. Broadcast Your Appreciation

Take to your company’s employee recognition platform and give a shout out to everyone on your hardworking team. Recognition, whether monetary or social, is always welcome, and it takes on extra power when it’s offered publicly.

Employee appreciation is most effective when it’s given out on a consistent basis and is an integral part of your daily routine. For more in-depth discussion on building up your employee morale, download our report on The Art of Appreciation. And make sure to check out our infographic highlighting results from our 2018 survey on “New Year, New Job?”.  You’ll be surprised to see how many people are planning to look for a new job this year and what it takes to retain them.

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Are you looking for a great eBook? Check out our newest eBook highlighting 3 ways to make recognition an everyday event.

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Do you have any other fun employee appreciation week ideas? Share your comments below.

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

 

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.

 

 

 

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.

 

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.

 

 

 

 

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.

 

 

 

 

 

 

Eli Lilly and Achievers

Eli Lilly’s Specialized Approach to Employee Engagement

Eli Lilly's Specialized Approach to Employee EngagementHow do organizations create an atmosphere where people feel engaged and motivated? Ask anyone and they’ll tell you that there are many factors involved in creating an engaged workforce, but it usually requires a strategy that outlines specific targets and processes around company goals and objectives, career planning, employee feedback, and recognition.   Read more →