HR Nightmares

10 Scary HR Stats That’ll Make You Howl This Halloween

Skeletons in closets, magic disappearing acts, and people masquerading as someone else: Is Halloween coming or is it just the normal everyday stuff of HR nightmares? This year, avoid spooky business in the office by brushing up on these important HR trends.

#1: Unsuccessful New Hires Haunting Your Halls

A recent survey by Leadership IQ reported that, “46 percent of newly hired employees will fail within 18 months.” Forty-six percent! And it isn’t that you read their resumes wrong or they falsified their background and experience — it’s that those new hires simply are not a good fit for your company. When recruiting, ensure you’re hiring for both fit and skill.

#2 and #3: Dr. Jekyll or Mr. Hyde: Whose Resume Do You Have?

CareerBuilder reports that a whopping 58 percent of hiring managers or recruiters have dealt with resume falsifications, a number that grew during the recent recession. When you add that to SHRM’s HR analysts findings that most resumes are read for five minutes or less, you have a dastardly potion brewing. Spend time getting to know your candidates personally and thoroughly vet their backgrounds to ensure you’re getting the brilliant Dr. Jekyll — not the despicable Mr. Hyde.

#4: The Global Market Beckons, But Your Office May Be a Ghost Town

In 2014, a Deloitte HR analysis found that 48 percent of executives lacked confidence that their human resources department was capable of meeting global workforce demands. What are you doing in the face of globalization? Depending on the location of your employees and offices, you may have a lot of education and retraining to invest in.

#5: On Again, Off Again

Industry statistics and HR data shows that one in three new hires quits within the first six months. Why? Lack of training, failing to fit in, not enough teamwork. Remember that recruiting is only half the battle — ensure your structure is also set up to effectively retain new and old employees alike.

#6: Take Off the Mask: First Impressions Matter

Did you know that one-third of new employees decided within their first week of work whether they’ll be staying with an organization long-term? How do you welcome and onboard new employees? Ensure the first impressions you give are accurate and positive.

#7 and #8: Engaged and Happy Workforce or Disengaged Automatons?

Employee engagement has long been a key issue in workplace success, and recent data and analytics show that hasn’t changed. Nearly two-thirds of all employees are disengaged, and 70 percent are unhappy with their job — and that will show in their work and in your company’s success. You can never overestimate the value of a well-designed engagement strategy.

#9: Pulling a Disappearing Act

Are you ready for as many as two-thirds of your workforce to leave your organization within the next year? That’s how many employees the Kelly Global Workforce Index says will actively engage in a job hunt in a year or less. Again, preventing this requires a strong employee engagement strategy paired with an attractive total rewards package.

#10: The Changing Face of Your Workforce

About 10,000 baby boomers turn 65 every day – and millennials now represent the largest subset of America’s workforce. Are you ready – really ready for the shift your business will undergo as a result? Insight and data show that millennials expect to be compensated differently, engage differently and work differently. It’s time to brush up on your emojis and get down with Snapchat. Don’t be scared, but do prepared!

As we approach the end of the year, take these 10 scary HR stats into consideration when re-strategizing your employee engagement strategy. Don’t be kept in the dark by downloading The Greatness Gap: The State of Employee Disengagement White Paper.

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Also, make sure to check out our cool infographic highlighting these 10 scary HR stats!

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Company Culture

Why Work Culture Directly Impacts Employee Performance

A recent study from researchers at the University of Warwick, cited by Entrepreneur magazine, revealed that happiness makes people 12% more productive. Said the authors of the study, Professor Andrew Oswald and Dr. Daniel Sgroi from the Department of Economics at the University of Warwick:

“Companies like Google have invested more in employee support and employee satisfaction has risen as a result. For Google, it rose by 37%… Under scientifically controlled conditions, making workers happier really pays off.” Added Dr. Sgroi: “The driving force seems to be that happier workers use the time they have more effectively, increasing the pace at which they can work without sacrificing quality.”

What contributes to this happiness? There can be many factors – from family life, to favorite activities, even literature, music, or movies – but work culture can also play a major role in employee happiness. Work culture is a collective term for a handful of the most important factors that are under an employer’s control, and as such, it is highly relevant for every manager. The underpinnings of a strong company culture include factors related to an employee’s physical health, emotional well-being, mental clarity, and can help give their work a greater sense of meaning. Work culture is rooted in the beliefs and values that an organization establishes, and when these are clearly communicated throughout the organization, they can help boost employee engagement and motivation. Here’s why:

Worker trust is linked with shared company culture

Optimal employee performance depends on the ability of employees to trust their organization. Writing in the Harvard Business Review, Stephen Covey and Douglas Conant assert that employee trust is essential to a company’s financial success. To truly build a company culture around the key value of trust, it is required to, “personally celebrate employees for their contributions.” This climate of trust, supported by recognition, results in a positive company culture, which in turn solidifies your financial standing. Trust can also be established during periodic employee performance reviews, when managers get the chance to listen to their employees and learn what makes them happy, including what they want in a positive company culture.

“Why we work determines how well we work”

This axiom was presented by researchers who studied scores of workers and companies worldwide. If people perceive underlying purpose in the work they do, they perform better. One example given by the authors had two groups of workers that were assigned to analyze medical images. The group that was told the images contained cancer cells spent more time and did higher quality work than the control group who were not given any context for the task. When you convey the importance and coherence of your company’s purpose, you help your employees to feel that their work has meaning. Your company’s cultural values and mission statements play a larger role than you think. Reinforcing cultural values that resonate with your employees on a personal level directly impacts their motivation and drive to perform better at work.

A strong work culture balances out corporate change

“Fast-paced change, uncertainty, and volatility are the lexicon of our work lives,” according to Peter Cheese, the CEO of the Chartered Institute of Personnel and Development (CIPD). Corporations are changing fast in order to keep up with emerging trends, and they need their employees to be agile as well. A strong organizational culture keeps everyone aligned and engaged, so that riding out changes becomes a mutually shared effort rather than a divisive or damaging force. When employees feel left out of the loop or are unaware of the company’s bigger picture, their performance and motivation suffers as a result. Keep your employees informed on changes happening within the organization, so they know what’s ahead for the business and the impact their role has in all of it.

Industry research on the importance of a positive work culture reveals that 87% of organizations agree that culture and employee engagement are among their most urgent challenges. To learn more about developing your company culture, download Achievers’ e-book: All for One and One for All: Uniting a Global Workforce with Company Culture.

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Employee engagement

To the Point: How Achievers Builds Alignment Across the Organization

By: Justin Rutherford
National Account Executive, Achievers

The role of a leader is to empower, engage, enable, and develop those around them in the workplace. It’s not an easy task and requires daily tending. So, how does one become a great leader? Marcus Buckingham, best-selling author and management expert, spoke at Achievers Customer Experience (ACE) Conference last fall on what makes a great leader. He shared two questions that exceptional leaders consistently ask their team: “What are you working on?” and “How can I help?” Buckingham’s argument is that these two questions should be at the core of every leader. By asking these two simple questions, leaders are able to provide guidance and help break down barriers. How an organization leads and supports its employees draws several parallels. If a business could ask its employees daily, “What are you working on?” and “How can I help?” what would that look like?

At Achievers, we use a daily 9-minute company-wide meeting known as TTP (aka “To the Point”) to facilitate this conversation. The goal of TTP is to drive alignment, visibility and give a quick break to re-energize the organization around common goals. Buzzwords aside, TTP offers a unique opportunity for the entire organization to ask, “What are you working on?” and “How can I help?” The purpose of sharing TTP in a blog post is two-fold:

  1. To demonstrate how you can apply TTP to your organization
    TTP has worked for Achievers throughout the years as a way to build alignment across the organization. If our methodology behind TTP resonates with you and your business, please feel free to duplicate TTP and apply it to your own company culture.
  2. To suggest how you can customize TTP meetings according to your own business needs
    Achievers’ TTP meetings have evolved over the years. For example, there were times when TTP would go on for over 15 minutes and we realized adjustments had to be made; and now they only run for 9 minutes. Also, as a global organization with 200+ employees, there are other factors to take into consideration when setting up a company-wide daily meeting, such as suitable time slots that work across different time zones.

By sharing why and how we conduct TTP meetings at Achievers, I hope other businesses can draw value and better align their organizations.

Below is the current breakdown of Achievers’ TTP meeting structure slide by slide. As you’ll see, the purpose of TTP meetings is to give employees the opportunity to share with the entire organization what they’re working on and ask for help if needed. Achievers’ TTP meetings are structured as follows:

Slide 1: Introductions

“Introductions” is a good time to announce any new hires that have just joined the company. This is also the right time to share if any customers, prospective customers, or potential job candidates are coming to visit the office to learn more about your business.

Slide 2: L.O.V.E Moment

Here at Achievers, L.O.V.E. stands for “Living Our Values Every day”. The most powerful way we do this is through the daily sharing of recognition moments. The host selects a recognition moment from our employee engagement platform – whether peer-to-peer or manager-to-team – and highlights it in front of the organization for a quick celebration. Moments like these show support and appreciation for hard work and provide added encouragement for employees to recognize another.

Slide 3: Good News

The “Good News” portion of TTP is used to celebrate milestones, announce closed business deals, or just  catch-up on some of the great things happening across the entire business. This part of TTP is the chance to boost spirits around company performance and give employees additional cause for celebration.

Slide 4: Department Spotlight

For the “Spotlight,” one department is given 2-minutes to highlight any projects that have been a main focus or successes they have achieved within the last two weeks. They can also speak about what is coming down the pipeline for their department. Also, every department gets equal attention by having each department rotate for this portion of TTP.

Slide 5: New Meetings

“New Meetings” is the chance to highlight new opportunities the sales team is working on. Does anyone at the company know someone in their network that works at one of these companies? If so, this is the chance for employees to help make the connection and support any new opportunities.

Slide 6: Pause Minutes

“Pause Minutes” allows for anyone in the company to share any important announcements. This can be anything from an upcoming event they want employees to attend, or an opportunity to ask for help/advice on a topic.

TTP meetings provide multiple opportunities for the Achievers team to find alignment across the organization. Because of the level of transparency and open participation, countless ideas and additional opportunities have been generated from department spotlights, prospect announcements and new meeting highlights.

One final thing to note: TTP meetings have always been very bottoms-up. Leadership steps in occasionally to share what they have been working on, but each week the host of the meeting rotates and it can be anyone in the company. This gives everyone an opportunity to stand in front of the organization and actively participate.

As someone who has worked both remotely as well as in the office for Achievers, TTP has been an invaluable part of my day-to-day these last four years at the company. As organizations strive for flatter, more transparent structures, these types of daily huddles mirror what best-in-class leaders and organizations are doing to shake up their organizational structure and build toward what Josh Bersin calls, “a network of teams.”  If you’re looking to implement something similar, feel free to reach out and let us know how Achievers can help. We’d love to be a part of helping to build the foundation for your culture, engagement, and communication strategies.

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About Justin Rutherford
Justin Rutherford HeadshotJustin has been working for Achievers for 4 years and loves being a part of the company’s journey. “Try and create more value than you consume” is a mantra that continuously inspires him when he has writer’s block. You can connect with him on LinkedIn or follow him on Twitter @JustinBuud.


Executive Buy-In

How to Get Executives On Board with Employee Rewards and Recognition Programs

Dr. Donald Clifton’s book How Full Is Your Bucket revealed the number one reason people leave their jobs is because they don’t feel appreciated. But there’s a proven way to address this problem: focus on employee engagement. According to a Harvard Business Review study, 71% of respondents rank employee engagement as very important to achieving overall organizational success and recognition happens to be the #1 driver of employee engagement.

It’s clear businesses need to focus more on employee engagement and recognition strategies. Not only does engaging and recognizing employees make them feel valued, but they are more productive in return. By focusing on employee engagement and happiness, your bottom line results will improve as a result. In fact, the Harvard Business Review recently shared that developing employees’ strengths can increase sales up to 19% and profits up to 29%. And if you’re still skeptical, just listen to our customers. Taken together, it’s pretty clear that both employees and employers stand to benefit when they have the right rewards and recognition programs in place

If this is the case, why do some businesses find it hard to get a successful rewards and recognition program off the ground? It’s not due to a lack of desire from employees, or support from their managers. According to our latest infographic on the state of employee disengagement, 93% of employees hope to be recognized at least quarterly, while WorldatWork reported that 46% of senior managers view recognition programs as an investment rather than an expense. So where is the roadblock? Oftentimes, we’ve found, it comes down to a lack of executive buy-in and support. Gaining executive buy-in is one of the most critical factors for initiating and maintaining a successful employee rewards and recognition program; it is also one of the toughest hurdles for HR to overcome.

With this in mind, we’ve compiled some tips and strategies to help HR professionals get executives on board with employee rewards and recognition programs.

Get their attention with numbers

Numbers don’t lie, so why not show your executives some numbers that’ll be sure to grab their attention. According to the Hay Group, a global consulting firm, “Our research into employee engagement has shown that companies with the most engaged employees report revenue growth at a rate 2.5X greater than their competitors with the lowest level of engagement.” Still not convinced? How about some powerful numbers provided by best-selling author and leading authority on employee recognition, Dr. Bob Nelson. Nelson shares that organizations which have a ‘culture of recognition’ have employees that are:

  • 5X times more likely to feel valued
  • 7X more likely to stay with their company
  • 6X more likely to invest in their company
  • 11X more likely to feel completely committed to their jobs

And if you’re targeting the C-suite, make sure to share this little tidbit: The financial return of Fortune’s Best Places to Work has been shown to be 233% higher over a 6-year period as compared with overall market returns and companies with higher employee satisfaction scores have been shown to have a 700% higher shareholder return.

Win them over with the right program

But getting executive buy-in for your rewards and recognition program isn’t just about convincing them of the potential ROI or how it will lead to bottom line growth. At it’s core, it should be about taking care of your most valuable asset — your employees. With that in mind, you also need to sell them on your vision of an employee rewards and recognition program that reflects your company’s culture and values and keeps employees needs at the forefront. What makes it unique? Why will your employees love it? How is this particular program the perfect fit for your business?

To help guide your pitch, start with the following key points:

  • Reinforces core values. Inc. recently shared why defining company values is important, stating, “Promoting your values throughout your organization can help your employees focus on their goals.” With the right employee rewards and recognition program you can easily tie in your company values with every recognition, reinforcing core values across the organization daily. With such strong reinforcement your employees can better focus on goals and, in turn, be more productive.
  • Results-driven. Recognitions can be tied to specific business objectives, such as rewarding employees for hitting a certain sales target, as well as to broader objectives like a focus on customer satisfaction. Employee recognition is particularly powerful because it can infuse each and every action and interaction in your company with inspiration. Points-based employee recognition underscores the value employees are creating when they contribute to success and do the right things.
  • Data and analytics. Key metrics can be accessed for real-time analytics and reporting. A good recognition and rewards program can give you the ability to track every recognition and reward given or received, allowing you to identify top performers and empowering managers to take action accordingly.
  • Cost-savings. It’s a no-brainer — online, social recognition solutions require less time, effort and cost when compared to trying to create a do-it-yourself solution or continuing to invest in outdated years of service programs.

A critical factor for any business and executive is to draw in and keep top talent. The best way to do so is by focusing on employee engagement and how to make employees happy through the right rewards and recognition program. Remember, companies with the most engaged employees report revenue growth at a rate 2.5X greater than their competitors with the lowest level of engagement. Employee engagement can quickly become top of mind for any executive once they understand how much it directly impacts business revenue.

To learn more, download the Obtaining Executive Buy-In for Employee Rewards and Recognition Programs White Paper.

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Company Perks

5 Insanely Great Company Perks That Will Draw Top Talent

Life would be simple if hiring the best people were only a matter of offering competitive pay. Incentive Magazine revealed employee benefits are more valuable than ever – according to MetLife’s 10th annual study of employee benefits trends, there is a strong relationship between satisfaction with benefits and overall job satisfaction. In today’s tight talent market, employers have to claim a unique position for their brand if they want to snag the top-tier candidates. Here are five compelling perks your business can use to make all your job openings magnetic.

1. Unlimited vacation

As achievement is increasingly measured by output rather than hours, work schedules are becoming less relevant. Remote working means a revolutionary new approach to accountability; employees may prefer working in the middle of the night or from a seaside cafe on another continent. Workers in the era of unlimited vacation are in some ways more connected to their jobs than ever before while also being free as birds.

2. Endless food

The days of packing lunches from home are ancient history in today’s most progressive organizations. Whether it’s the catered meals and stocked kitchens of SquareSpace, the fun lunches of Warby Parker, or the personalized birthday boxes offered by Stack Exchange, today’s work culture is all about great food. Even smaller companies keep their employees’ energy up by providing healthy high-protein snacks by the coffee maker.

3. On-site health support

Your company’s well-being relies on healthy employees, so why not invest in their health if you have the chance? This philosophy may take the form of on-site medical clinics, fitness centers, or bowling alleys – or it may include offering free gym memberships. Regardless of how fancy the facilities are the goal remains the same. Get employees up and moving around if you want to keep them engaged and energized for the long-term.

4. Unbeatable employee referral programs

Plenty of organizations offer plain vanilla employee referral programs, but if you want to be noticed for your policies, the trick is to pay attention to best practices. Serve up those referral bonuses promptly and be willing to reward outside your own organization. Nudge your staff several times a year to be on the lookout for new team members and change up the bonuses regularly. There’s no better way to build stability in your organization than by maintaining an effective employee referral program.

5. Rewards and recognition

Finally, employee recognition programs both attract employees and keep them engaged, as Ericsson’s E-Star program demonstrates. This company’s monetary and social recognitions program has a broad approach, with numerous benefits and perks, including a referral program, digital gift cards, mobile app capabilities and much more. These recognition all-stars do it all with style, building employee commitment by providing a positive work environment.

Download our Achievers Culture eBook today and learn more about how these perks can fit into your company’s strategy for building and boosting employee engagement.

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Customer Service Insight

Why Insight is the Best Customer Service

By: Sarah Clayton
Communications and Campaigns Specialist, Achievers

Did you know 78% of consumers have abandoned a transaction or not made an intended purchase because of a poor service experience? Don’t let your business suffer due to weak customer service. With product and service information so easily accessible online, customer service can be can be a key differentiator for your business if delivered in a strategic way to add unbeatable value. Discussing what something is or how it works is the bare minimum of what a customer expects from a customer service interaction. If you want to really stand out from your competition as a premium provider, you need to provide the ‘why’ behind your product. You need to share how your offering will strengthen their business and help them solve a bigger problem. Below are two easy ways to accomplish just that:

Align with industry trends

Industry trends define the market and can help guide a business towards success. If you take the time to understand industry trends you will be able to position your product or service more effectively to your customer. Not only does this facilitate more relevant discussions, it creates a more personalized experience for the customer.

For example, if your customer is in the retail industry and your product is in the e-commerce space, consider taking some trending statistics that can motivate them to align with the current demands of the market (and ultimately your product’s offering). Share powerful stats, such as how current sales value of e-commerce retailers is $294 billion and in 2015, 200 million digital shoppers were expected to spend an average of $1,700/person. Having numbers and trends like this at your fingertips make customers feel heard and shows that your company knows their business and truly cares about their success.

Here at Achievers, one of our customers’ primary concerns is with employee engagement. The higher a business’s level of employee engagement is, the higher their workers’ productivity and retention level will be. Currently, only 31.5% of U.S. employees are engaged at work. This lack of employee engagement is a problematic trend that continues to bedevil all players in the HR space. And chances are, it’s only going to get worse before it gets better. According to the Deloitte 2016 Millennial Survey, only 24% of millennials are satisfied with learning and development opportunities at their current job. Considering the aforementioned offerings are key contributors to millennial job satisfaction and loyalty, it’s clear that employers have a problem.

Luckily, this problem can be addressed with an increased focus on employee engagement, and the key drivers that have been identified as contributing to increased engagement. So instead of focusing on this situation as a barrier, I see it as an opportunity to demonstrate Achievers’ capacity to address the issue. Discussing with prospects and clients how our platform can be used to support learning and development opportunities shows that our business gets it. Try the same and start aligning your product or service to industry trends as a straightforward way to use customer service to deliver value.

Leverage stories to get buy-in

Stories bring things to life: they make situations tangible and meaningful in a way that mere facts cannot. Getting buy-in for a product or service requires defining a distinct benefit to the consumer, and stories are an excellent way to convey this. But in order for a story to be effective in a business context, it needs to be relevant and concise. Being able to relate how existing customers have used your product or service helps a client or prospect envision how they can attain similar results. For example, Ericsson’s case study surrounding its employee recognition program highlights immediate success and ROI from Achievers’ platform. Sharing success stories can help reaffirm that your solution really works – especially if your story involves a client with similarities in business model, industry or end goals.

I recommend actively collecting and developing customer stories so they are easily accessible to share with relevant parties. From getting buy-in for a certain premium feature, to proving that your recommended approach is the right choice, an effective story can help seal the deal. It’s one thing to discuss how a sales tool can be easily implemented; it’s another to relate that a similar client who implemented the same tool saw a $17,100 increase in profits from a $2,100 investment.

Beyond this, start focusing on how to improve your overall customer service approach. Usually, it starts with your employees. According to frequent Forbes contributor Blake Morgan (and many others), happy employees equal happy customers. One of the best ways to ensure that you have happy, engaged employees is by implementing a robust recognition and rewards program. And it’s not just me who’s saying this, a report in the Harvard Business Review recently ranked Rewards & Recognition as the number one driver of employee engagement!

To learn more about how recognition and rewards can help improve engagement levels and boost employee happiness, download The Greatness Gap: The State of Employee Disengagement Report.

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About Sarah Clayton

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




Manager and team

Top 7 Tips for Becoming a Better Manager

Bad managers cost businesses billions of dollars each year. According to Gallup, managers account for at least 70% of variance in employee engagement scores across business units. Gallup also discovered that great managers tend to share the following traits: motivational, assertive, accountable, transparent, and makes decisions based on productivity, not politics. As a manager, your success depends on both your and other people’s efforts. To get the optimal performance from your team members and be the best manager you can be, follow these 7 tips:

1. Focus on team building

While you’ll be relating to each of your employees as individuals, you also need to be aware of the fine art of team building. Your staff will be most productive when they mesh well together and have a strong identity as being part of the same team.

2. Work on your communication skills

Clear messaging is a fundamental piece of your management skill set. Focus on what you want your direct reports to hear, and keep in mind that people have varying styles of processing information.

3. Ask for feedback

The best managers are always in conversation with the people they’re supervising. Asking for feedback helps you avoid becoming isolated, makes you aware of problems before they become critical, and opens the door for innovative new ideas.

4. Set high standards

The best way to elicit great performance from your team is to be clear about your high expectations. Of course, expecting excellence must always go hand-in-hand with providing your staff with all the resources and support they need while holding yourself to the same high standards.

5. Delegate effectively

One hallmark of inexperienced leadership is a reluctance to delegate crucial tasks. You can’t produce optimum results if you micromanage or maintain control of every single function. Prepare your team well for a project and then let them run with it; you’ll be more relaxed and you’ll achieve more in the end.

6. Avoid inter-department conflicts

The agility that characterizes today’s most effective organizations often requires improvisation and free-form cooperation between different departments. You can facilitate this flexibility by maintaining good relationships with your colleagues in different departments while clearly articulating areas of accountability.

7. Recognize and appreciate your employees

Employee engagement, productivity and retention all depend to a high degree on the human sense of being appreciated. Make sure that your direct reports are not included in the 53% of employees who don’t feel recognized for their achievements at work. Monetary and social approaches can both be part of an effective system of rewards and recognition.

Management excellence is learned, not innate. When you integrate these time-tested tips into your management tool kit, you’ll not only reach your productivity goals sooner, but you’ll also nurture a positive workplace culture. By focusing on becoming a better manager, you will build better work relationships, boost employee happiness, and produce stronger business results.

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Manager and Employees

10 Things a Good Manager Never Does

According to a recent article in The Huffington Post, 3 out of 4 employees report that their manager is the worst and most stressful part of their job, and 50% of employees who don’t feel valued by their boss plan to look for another job in the next year. Don’t lose top talent because of poor management. We’ve compiled the top 10 things that leadership should never do if they want to keep their employees happy and engaged in the workplace.

  1. Pit generations of workers against each other
    In a multi-generational workforce, each generation has something to offer your organization. A good manager connects more experienced older workers with the younger employees to encourage the transfer of knowledge and skills.
  1. Rely only on financial motivators
    Employees want more than money. They want opportunities to learn and grow, to feel like a valuable member of a successful team, and get social recognition as well as financial rewards.
  1. Under-appreciate employees
    Under-appreciated employees are usually unmotivated employees. A good manager uses a variety of techniques to demonstrate employee appreciation, including giving rewards and recognition.
  1. Discourage enthusiastic new hires by neglecting a formal onboarding program
    Recent Aberdeen Group research found that only 32% of companies have a formal onboarding program, with the remaining two-thirds neglecting new hire socialization and acculturation. Implementing a formal onboarding process, including new hire socialization or a “buddy system,” speeds the pace of integration of new employees into a positive organizational culture. According to Aberdeen, “When onboarding goes ‘right’ new hires feel engaged, motivated to perform, and eager to contribute to overall business objectives.”
  1. Ignore employee turnover rates
    CompData surveys for 2015 show a total turnover rate of 16.7% for all industries. If your turnover rate is higher than this, you’ve got a problem that needs to be addressed. A good manager determines the reasons for a high turnover rate and takes steps to increase employee engagement in order to reduce attrition.
  1. Take credit for their employees’ efforts
    Some managers never share the limelight of success. The many benefits of an organization-wide employee recognition platform include the fact that effort and results are made public and employees get the credit they deserve. A good manager should recognize achievements and take shared responsibility for failures.
  1. Expect people to do the impossible
    A Stanford study found that productivity declines sharply when someone works more than 50 hours per week. Giving someone an unreasonable deadline is a setup for failure.
  1. Micromanage employees
    Micromanaging is an outward sign of distrust and a relationship issue. It discourages teamwork and open communication. Good managers challenge employees to be innovative and gives them the right tools to succeed.
  1. Make non-transparent decisions
    Making decisions with a lack of transparency damages the employer-employee relationship by implying a hidden agenda and discouraging collaboration. It reeks of the outdated command-and-control management style. Good managers encourage employee input into decision-making.
  1. Ignore employee career goals
    Most people take a job with the expectation they will have career development opportunities in the form of conversations with peers, formal training, stretch assignments and management feedback. The manager is the link between the employee and opportunities that can build a career. Good managers ensure that link is strong for employee success.

The common thread linking all ten poor managerial practices is the failure to recognize the importance of employee socialization, engagement and recognition. To better understand what it takes to be a best-in-class manager and provide your employees with the support they need to succeed, download the report “The Art of Appreciation: Top-Tier Employee Recognition.”

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rewards and recognition

Top 5 Reasons Businesses Need Rewards and Recognition Programs

How do you handle rewards and recognition within your workforce? Has your company kept pace with current trends in HR and the widely recognized need for employee engagement programs? Most importantly, are you aware that 51% of employees are not happy at work and that, according to Gallup, fully 87% of employees worldwide are not engaged? It has been proven that engagement is crucial for business growth. Business2Community recently reported that organizations with highly engaged employees outperform those with low employee engagement by 202%. And the Harvard Business Review reported that recognition for high performers was the top driver of employee engagement. With all that in mind, we humbly present the top 5 reasons your business needs a rewards and recognition program.

  1. Recognition is the top driver of engagement 

    Harvard Business Review reports that “the most impactful driver of employee engagement is recognition.” In today’s world, recognizing employees is very different from the recognitions of the old days; no longer are we restricted to giving out watches, pins and coffee mugs on yearly work anniversaries. While these types of gifts are still in the picture, today’s workforce is better engaged in the moment than in the future.

  2. Employee recognition is meaningful from peers 

    As workplaces flatten and allow for lateral partnerships, the opportunity for peers to nominate others for awards or give recognitions directly has increased. HR Today notes that 42% of companies have peer recognitions in place, the third most common award. Peer recognition can especially boost engagement in companies with a remote workforce.

  3. Recognitions can reward effort, not just success 

    Leigh Buchanan, writer for, shares the funny story about how SurePayroll offers a periodic award for “Best New Mistake.” Seem odd? It’s actually a way to reward innovative thinking, even if the result was less than desirable. Can you think outside of the box and offer less-than-traditional awards and recognitions? It might just give your business the edge it needs to improve company culture and employee engagement.

  4. Recognitions engage employees outside the workplace 

    Employee engagement efforts shouldn’t end when employees walk out the door. Go beyond the standard rewards program and start recognizing employees for wellness achievements, such as losing weight, stopping smoking, lowering cholesterol and more. By giving employee rewards for positive behaviors, you not only support your employees’ improved lifestyle but also help to create a workplace that is healthier overall.

  5. Happy employees = happy customers 

    Forbes shared, “Creating a happier work environment starts with a company that is willing to listen to what employees want and value.” We couldn’t agree more. Success starts with your employees, and the positivity ripples to your customers. Forbes also shared that most publicly traded companies named as ‘Best Companies to Work For’ saw their stocks significantly uptake in performance. It’s a win-win. Focus on employee happiness – the happier the employee, the more motivation they will have to put forth their best effort and make your customers happy.

Curious as to what the state of employee disengagement looks like? Check out our Greatness Report and see. The report analyzes the gap between how often awards are actually given versus how often employees would like to be recognized. In particular, the gap between actual and preferred widens at the monthly, weekly and daily level. Think frequent recognitions seem unsustainable? Take a look at how some of the most innovative and successful companies in the world, such as Ericsson, are using rewards and recognition to successfully engage their workplace and you’ll feel even more motivated to kick off an impactful rewards and recognition program of your own.

To learn more, download The Greatness Gap: The State of Employee Disengagement.

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