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HR Tech World 2017 London

Achievers in Action at HR Tech World: March 21 & 22, London

By: Helen Brooker
Marketing Director, Achievers UK

Have you ever wondered how much employee engagement can impact your business, and taken even one step further, the world? Imagine if every single employee felt valued, motivated, and recognized for their achievements? What a difference we would see in the workplace and society. Employees would actually enjoy going to work and as a result, would strive to reach their best potential. This would then be reflected in how they would treat their customers and fellow-employees, a virtuous cycle that would serve to lift everyone’s moods. HR’s mission is to do exactly that: increase employee engagement and, in return, boost employee happiness and business results. According to Gallup, companies in the top quartile of employee engagement see real measures of business success including 21% higher productivity, 22% higher profitability, 41% higher quality, and 37% absenteeism.

Where does Achievers fall into all of this? Achievers’ state mission is to: Change the Way the World Works, and we do that by offering world class employee recognition and engagement solutions that help bring about that change, one business at a time. You can learn how Achievers accomplishes this by joining us at HR Tech World in London from March 21-22. Discover why businesses are adopting Achievers’ award-winning solution to effectively increase employee engagement by an average of 22%! Join Achievers and thousands of HR Directors, executives, and thought leaders to focus on all things HR technology – what’s hot and where it’s heading. Within 10 years, over half of the office occupations in the world will be displaced by technology. How do we manage this? How do we capitalize on this? And how is HR tech defining the Future of Work?

This year, HR Tech World will be held at the famous venue ExCel London and will bring together a “Who’s Who” of HR. At this premier 2-day show, you will have the opportunity to meet some of the leaders in the HR tech space. Achievers will be there at Booth 303 with everything from live product demos to a “design your own T-shirt” stand. Come by and ask us anything you need to know about employee engagement and Achievers’ powerful rewards and recognition platform. Also, don’t miss up our lineup of speaker sessions:

Denise WillettUtilizing Recognition to Drive Employee Engagement
Denise Willet, Senior Director, Achievers EMEA

Denise is responsible for helping top employers globally increase employee engagement and retention, achieve desired results, and impact business success through recognition. At this session, you will discover the link between recognition and engagement and learn about Achievers 7 key principles that contribute to a successful recognition program.

 

Chase DolomontGet a Showcase of Achievers‘ Platform
Chase Dolomont, Solutions Consultant, Achievers EMEA

In the Product Demo Arena, Chase will offer a real-time view of the tools and strategies Achievers offers to help create an impactful culture of employee recognition that significantly impacts employee engagement.

 

And don’t just take our word for it. Listen to testimonials from amongst a list of Achievers’ customers. Or, come to HR Tech World and hear Colin Watt, Shop Direct’s Colleague Engagement and Relations Director, share how to successfully introduce sustainable recognition as an engagement tool and change-agent.

Colin Watt Shop DirectShop Direct is the UK’s second largest online pure play retailer with brands such as Littlewoods.com, Very.com and Veryexlcusive.com. After Shop Direct implemented the Achievers Employee Success Platform, the engagement score across the company rose from 67% in 2010 to its current, world-class level of 84% with correlated increased customer satisfaction over the same period. To find out more how this has been achieved book yourself into his Engage to Succeed session.
 
Don’t miss out on the rest of the stellar lineup of sessions – sign up and book tickets today. Then come by and join us at Booth 303 to get a first-hand look of Achievers’ Employee Success platform. Choose to get a guided 1-on-1 demonstration or try it yourself by browsing Achievers’ platform on an iPad. Discover how to quickly and effectively drive employee engagement with frequent recognition, both monetary and social, atop of continuous pulse monitoring. Find out in-person why Achievers’ innovative behaviour-driving engine produces real results for businesses.  Don’t forget to have some fun with our interactive touch screens to customize your FREE Achievers’ merchandise!

Want to arrange a prescheduled meeting with Achievers at the show?
Please contact Helen Brooker to organize a prescheduled meeting.
Email: Helen.Brooker@bhnetwork.com
Telephone: +44 (0) 7796 957726

We look forward to seeing you at HR Tech World at Booth 303.

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About Helen Brooker
Helen BrookerAs Marketing Director of Achievers UK, Helen is focused on establishing Achievers’ approach to employee engagement through recognition in the UK marketplace. She builds awareness for how Achievers can build successful recognition programs that align with strategic business objectives. She has been a marketing and solutions consultation lead within the wider Blackhawk Network business group for 6 years working with many diverse, global organizations to improve business performance across employees, channel partners and customers.

 

 

Employee Engagement in HR Tech

3 Employee Engagement and Recognition Predictions for 2017

By: Jessica Barrett Halcom

Many of the emerging HR trends for 2017 are being driven by the millennial generation. Now representing the largest portion of the workforce, millennials value different things when it comes to their careers. What they want and what they look for — things like being recognized and making an immediate impact — have created a strong demand for employee engagement and recognition platforms that many leading companies are now adopting.

Employee recognition software linked to a corporation’s values can help incentivize employees while aligning performance with personal goals and values.  With the right recognition software in place, employees are able to gain a clear and immediate picture of their short-term achievements, how they compare to their team members, and how they’re measuring up to personal goals and company goals. They also get valuable feedback and recognition for a job well done.

The millennial generation looks for things other than a steady paycheck and the stability of working for one employer for the next twenty years. In fact, the majority of them will consider moving jobs if it means advancement and learning something new. HR departments need to continue seeking new ways to hang on to their top talent through something more substantive than free lunches and napping pods.

This is why in 2017, more companies will be focusing on employee engagement and the employee experience as part of their retention strategy. We can also expect more companies to adopt employee engagement software. Here are our top three predictions for 2017:

1. More Work-Life Blending

The modern workforce is willing to work hard, but they want to maintain flexibility and balance with regards to their personal lives. Today’s employees are comfortable checking their smartphones on personal time to respond to work emails and doing a little work on their laptop after having dinner with friends or family, as long as it means that, in return, they can skip the grueling commute and work from home once a week, or leave early to catch their daughter’s 3 p.m. soccer game.

Collaboration tools let employees check in with their boss, team, or a company meeting, without physically having to show up, and without losing any of the momentum on a project or missing important deadlines.

2. Recognition Will Continue to Increase in Value

The average time an American employee spends with any one company now is less than five years. This is a far cry from the days of gold watches and lunch with the CEO thanking you for your many years of service. Employees are more interested in social recognition, because feeling valued is a critical component to the work environment they want to be a part of. They want to feel like the work they do matters, that it’s noticed, that it made a difference.

Receiving recognition, encouragement and appreciation is inspiring and motivates employees to continue doing great work. Employee engagement strategies help leaders and peers to publicly recognize a job well done and fosters a culture of celebration.

3. Flashy Benefits Won’t Compete

People are starting to value experience over money, which is why they want to work in a culture of growth and learning and have opportunities to do something they can be proud of. Employee engagement software helps employees know exactly what kind of impact they’re having on the business in real time.

Culture has become one of the most important things a company can focus on, and providing employees with autonomy, flexibility, and the chance to make an impact, are the new differentiators for attracting talent. Benefits packages are still important, but in 2017, they will become secondary to positive employee culture. Companies that have ditched the traditional, annual review and moved to a model of continuous feedback and a strong culture of recognition are far more attractive to today’s employee than those offering a catered snack bar and quarterly ping pong tournaments.

* * *

In 2017, you can expect to see more companies adding employee engagement software to their HR platforms, doing away with the traditional annual review process in favor of continuous feedback, furthering the work-life blend, and placing a strong focus on the employee experience, aligned with a purposeful mission and meaningful goals.

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About Jessica Barrett Halcom
Jessica Barrett Halcom is a contributor for TechnologyAdvice.com, with specializations in employee engagement, learning management system and performance management software. She holds a bachelor’s degree from the University of Wisconsin, Green Bay and currently lives in Nashville, TN.

 

Effectively Navigate Organizational Change

Understanding Change and Its Impact on Engagement

By: Leigh Burger
Senior Implementation Manager, Achievers

Change is a funny thing, isn’t it? We frequently resist it, yet progress is impossible without it. In fact, we can’t really move through life without it. The desired approach for most of us is to experience change in small, bite-size chunks. Otherwise, it can wreak havoc on us when there’s too much at once and we’re not prepared for it.

The same goes for organizational change. Arguably though, organizations need to be in a continual state of change in order to move forward. Whether we call it “transformation,” “growth,” or just the natural evolution of the business – companies must continue to evolve in order to stay competitive and relevant, to employees and customers alike. In other words, organizations cannot afford to stay static for any length of time in today’s environment.

The ongoing need for change presents a tricky situation when it comes to employee engagement. While leading organizational change, you must be able to rally the troops’ ongoing support and understanding. Too much top down change at once can result in disengaged employees, which equates to a loss in productivity. Employees begin to feel as though they don’t have a voice or a sense of control. The weight of the loss of familiarity and certainty can bear down on employees until they start to fatigue, and slowly but surely, begin to check out. They might still perform their jobs, but they certainly won’t be putting forth their discretionary time and effort towards realizing the shared vision of the organization.

What may surprise you is this behavior should be considered normal. Our brains are wired to resist change. The oldest part of our brain – the reptilian brain – auto-responds to change with the fight or flight response. It takes practice to bypass that part of our brain and access the rational brain where we can use logic to overcome our innate, initial reaction.

As HR and OD professionals and people leaders, how can we help employees with that process? How can we best position ourselves to lead and at the same time guide employees to think more rationally about change? After all, employee resistance is one of the leading causes for the failure of change initiatives (Bovey & Hede, 2001b; Waldersee & Griffiths, 1996). According to Cynthia Wittig, “Such findings indicate that change agents focusing on employee reactions—including resistance and acceptance—during organizational change is of utmost importance to the success of the initiative.”

How do we help eliminate the resistance? Where should your change-agent-leaders focus their efforts?

1) Address the emotions first by answering the hard questions upfront, including addressing, why?

We are persuaded by reason, but we are moved by emotion.  Acknowledge what employees may be feeling. You don’t necessarily have to answer for it, but you can acknowledge it and lead from the front by demonstrating authenticity and optimism in response. Acknowledging and naming the feelings helps create distance between a person and a situation. It creates a moment of objectivity. Instead of, “I am afraid,” they can at last get to, “I feel afraid about what Mr. Jones shared during town hall and how it might affect my department.” It also helps those of us who may have a hard time defining how we’re feeling, to make sense of why our hearts start racing, or we get sweaty palms, or feel unsettled in response to certain news.  If you have a tough change coming up – call it what it is and help employees understand why the organization needs to head in that particular direction. Our brains don’t like incomplete stories and in the absence of information, we can come to all sorts of crazy conclusions. These concocted conclusions can spin FUD (fear, uncertainty and doubt) out of control into a danger tornado that is likely to pick up your change initiative and spit it out in the Land of Oz.

2) Communicate. Communicate. Communicate. Oh, did I mention? Communicate.

The amount and quality of information that is communicated to employees can influence how those employees will react (Wanberg & Banas, 2000). Running today’s ever-evolving organizations takes a lot of heavy lifting. It requires people-leaders and executives to be clear on the changes that are occurring and why those changes are taking place. AND it requires intentional multi-touch communications about said changes with all employees. Cynthia Witting shares, “There are several communication processes that impact employees’ reactions, including frequency, mode, content, and flow of communication. Gray and Laidlaw (2002) argued that the more embedded these processes are within management, the more effective the outcomes are because they enhance the quality of working relationships, harmony, and trust.” Sending out 1-2 emails about a change really isn’t enough. Ideally, there is a real-time, always-on, cross-functional, organization-wide conversation about these topics so that everyone can weigh-in equally and ask questions with transparency and without fear. This method should also provide communication scalability. In the absence of such a system, there needs to be on-going fireside chats or other means for employees to submit questions and expect real, authentic answers.

3) Employee participation in decision making.

According to an Aon Hewitt research study, the number one driver of employee engagement during times of change is the ability to be involved in decision making.  However, you might be thinking – if I ask them what they want or what their thoughts are, am I opening a proverbial can of worms? The reality is yes, initially it will require more work, but the outcomes of increased success and higher engagement are well worth the trouble. In fact, there’s a whole body of research available with a documented approach to making wide-spread change while engaging the whole team. It’s called Appreciative Inquiry. As opposed to the typical deficit-based mindset where everything is a problem to solve, the approach focuses on inquiries into the organization based upon what is working and what we want to do more of so that the team naturally moves in that direction. When folks have a voice – they feel heard and acknowledged. This is fundamental to creating and maintaining highly engaged employees. Particularly, in times of change.

Perhaps Buckminster Fuller said it best. “You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete”.

How has your organization effectively navigated change? We’d love to hear your thoughts!

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About Leigh Burger
Leigh BurgerLeigh joined the Achievers Professional Services team in June 2014 She serves as a trusted advisor to HR executives, professionals and business partners for the Achievers Fortune 500 global brands in rolling out their Employee Engagement platform. She holds a Masters, Positive Organizational Development & Change from Weatherhead School of Management at Case Western Reserve University as well as several relevant certifications. You can check out her full profile here.

 

 

Connect to the purpose of change

Staying Engaged During Corporate Change (Part 1)

By: Courtney Clark

When change sweeps through an organization, it often causes confusion, frustration, and fear. Even when dressed up with fancy words like “transformation” and “innovation,” employees know the end result is one thing: change.

One reason corporate change is uncomfortable is that it requires disconnecting. All change is, in disregard, disconnecting. Change forces us to let go of our old ways of being and our old measures of success.

To successfully navigate a changing workplace, studies show you must stay engaged. In my book The Successful Struggle, I examine several workplace studies on corporate transformation. The studies suggest that remaining engaged during corporate transformation is a key indicator of employee success and happiness.

In this 3-part blog series, I’ll share strategies for staying engaged in your changing workplace, so you can come out on top at the end of the transformation. All of these strategies involve connecting with something, to help fight the disconnection brought on by change.

The first strategy is to connect with the purpose of the change. Human beings are meaning-making machines: we are always asking “why?” We want to know why the change is happening, why it’s important, what it means for our future, and what the outcome might mean for us.

When change occurs in the workplace, however, getting the answers to those questions isn’t always easy. In one of my jobs as a director at a nonprofit organization, we had lost some employees and were shifting around responsibilities. Some departments were taking on new roles, and I was given control of a new income stream. No one told me if the new responsibilities were permanent or temporary, or even trained me on how to accomplish them. I didn’t know what was expected of me, or even why the tasks had shifted in the first place. This left me feeling disconnected from my purpose and challenged my ability to give my new duties proper meaning.

Leaders sometimes discuss the “why” of change around the management table, yet by the time they roll out the change to everyone else, they’ve moved on to talking about “when” and “how.” But for those of us just hearing about the change for the first time, we need to hear the “why” or we’ll never get on board. We won’t understand the purpose of the change, or what the payoff might be.

If you’re stuck in a corporate change and don’t understand the purpose behind the change, you’re bound to feel disconnected. To connect to the purpose of change, try these three things:

  1. Start a Dialogue about the Future. At a staff meeting, ask the leadership team about what the change means. To keep things positive and productive, frame your questions around the company’s future and how the change impacts the future outlook. Asking smart questions and staying positively engaged in the change will make you shine in your manager’s eyes.
  2. List your Opportunities. This change likely brings with it the possibility of growth for you, personally, and not just growth for your company. As you begin to understand where the company is headed in the future, write down ways the change can open up new doors for you.
  3. Make Change Less Personal. Because change is disconnecting, it can sometimes feel like it’s a personal affront to us. But letting the voice in your head tell you that change is personal keeps you from adapting gracefully. Change is bigger than you, so don’t let your mind dwell on how much you’re personally suffering.

Using these three strategies helps you understand the potential payoff of the change, and get behind it. When you reframe change as a challenge with a purpose, you’ll have a much easier time coming out on top!

Keep a lookout for my second guest blog post coming soon.

About Courtney Clark
Courtney Clark speaks to organizations who want to adapt faster and achieve more by building a culture of Accelerated Resilience. She is the author of two books “The Giving Prescription,” and “The Successful Struggle,” a three-time cancer survivor, brain aneurysm survivor, keynote speaker, and founder of a nonprofit. www.CourtneyLClark.com

 

Trending HR Topics

Engage Blog: Top 10 HR Blogs of 2016

By: Kellie Wong
Social Media & Blog Manager, Achievers

How fast time flies! Can you believe it’s already 2017? Every time a new year rolls around, I like to reflect on the previous year. For Achievers and the Engage Blog, 2016 was extremely eventful. For starters, Achievers’ Customer Experience (ACE) 2016 was a huge hit, with amazing keynote speakers, including famous journalist Joan Lunden and CNN commentator Mel Robbins. From the 50 Most Engaged Workplaces Awards Gala to a stellar lineup of speaking sessions, ACE 2016 brought together a Who’s Who of top performers and thought leaders in the HR and employee engagement space. If you weren’t able to make our biggest event of the year last year, no worries. We have the sizzle reel right here for you to watch! Stay tuned, registration for ACE 2017 in New Orleans opens in just a few short months.

Here on the Engage Blog, readers enjoyed a wide variety of HR topics in 2016. Trending topics ranged from employee turnover and talent management challenges to top company perks and thought leadership on the hot topic of employee engagement. To recap the hottest HR themes from last year, we’ve compiled our top 10 blogs of 2016. A must-read for HR pros – and employee-focused management of all stripes.

  1. 30 Fun, Fresh Ideas for Employee Appreciation Day – Or Week!
    Do you know when Employee Appreciation Day is? Officially, it’s the first Friday in March. But because we love employees so much, we celebrate them that whole week! Regardless of whether you celebrate it for a day or a week, it’s the perfect time to show your employees some love. To help you celebrate in style, we shared a list of fun ideas to help spread employee appreciation across your entire organization – including how to enhance wellness perks and boost employee recognition. Read more >
  1. 4 Ideas For Celebrating Employee Anniversaries
    Show your employees how much you value their work and dedication by celebrating employee anniversaries. By observing major milestones, you are demonstrating employee appreciation and encouraging employee recognition. Yearly work anniversaries are no longer limited to just a mug with a “Congrats on Your 1-Year!” sticker on it. Discover new and refreshing ideas for celebrating employee anniversaries. Read more >
  1. Top 5 Best Company Mission Statements
    Does your company mission statement resonate with you? Company mission statements are meant to align an organization’s employees to a clear, primary purpose. If your company mission statement lacks luster, your organization as a whole might suffer.  Find inspiration for your company mission statement by checking out our top five list. Read more >
  1. 3 Biggest Talent Management Challenges for 2016
    Did you know only 39 percent of employees are “very satisfied” with their jobs? Why is this and what can you do about it? Sometimes employee dissatisfaction starts with management. It goes back to that famous saying, “Employees leave managers, not companies.” It’s a manager’s responsibility to help employees love their jobs. Discover three major talent management challenges and how to address each. Read more >
  1. 4 Signs An Employee Is About to Quit
    Employee retention is vital to maintaining company morale and reducing high turnover costs. It’s been estimated that employee attrition can cost six to nine months’ worth of a departing worker’s salary. Learn how to retain great talent by understanding why employees quit and monitoring for signs that they may be planning to leave. Read more >
  1. 5 Keys: How to Become an Inspirational Leader
    Don’t settle for average leadership. Learn how to motivate your team and become an inspirational leader. Marci Peters, Achievers’ Director of Customer Service, shares insight from her 20+ year career in customer experience and reveals five keys to unlocking the inspirational leader within. Read more >

  2.  Top 3 HR Trends for 2016
    What were the top three HR trends from 2016? At the start of 2016, we said it would be the increased use of data analysis, revamped performance management processes, and a shift in employee learning and development opportunities. Were we right? Rediscover the top HR trends we believed would carry forward into 2017. Read more >
  1. Characteristics of a Good Manager: What Can and Can’t Be Taught
    Good managers can make all the difference for a business and its employees. Can someone be taught to become a good manager, or is it something you’re born with? We share what we believe are some of the inherent qualities that contribute to making a great leader, along with characteristics that can be taught. Read more >
  1. The Best New Employee Engagement Ideas for 2016
    Engaged employees perform 20 percent better than others. Start boosting employee engagement with new approaches in the workplace, including gamification, weekly open “office hours” for employee feedback, and tools to empower brand ambassadors. Access our list of employee engagement ideas to help motivate employees to reach their highest potential. Read more >       
  1. Which Company Perks Attract the Best Talent?
    Who doesn’t like a list of the best company perks? Top notch benefits and perks can be an essential hiring tool and serve as your company’s competitive edge to stand out from the rest. From paid time off to wellness programs, we reveal which company perks attract the best talent. Read more >

As we enter the New Year, let’s remember that great customer experiences start with a great employee experience. And it shows up in the bottom line too! According to Gallup, companies with highly engaged workforces outperform their peers by 147% in earnings per share. Start by focusing on employee happiness, and you’ll soon see a positive ripple effect across your entire business.

Happy Employees = Happy Customers = Stronger Business Results

Here at Achievers, we want to take this opportunity to say “Thank you!” to our readers. We appreciate you taking the time to read and share the articles we put a lot of thought and love into creating, and we look forward to bringing you more great HR content on the Engage Blog in 2017. Keep a lookout for new guest blogs from top HR influencers and powerful insights surrounding employee engagement, leadership, work culture, rewards and recognition, recruiting and hiring, employee retention, HR technology, and more. Cheers to 2017!

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About Kellie Wong
Kellie WongKellie Wong is the Social Media & Blog Manager for Achievers. She manages Achievers’ social media presence and The Engage Blog, including the editorial calendars for both. In addition to writing blog content for The Engage Blog, she also manages and maintains relationships with 25+ guest blog contributors. Connect with Kellie on LinkedIn.

 

 

Desire for Social Recognition

Why Employees Love Social Recognition

A business isn’t anything without its employees. So in order for your business to be successful in the long term, you have to ensure your employees are consistently performing at their best. How do you do that? By focusing on employee engagement. According to Gallup, “Companies with engaged employees outperform those without by 202 percent.”

But how can you move the needle on employee engagement? One of the best and most effective ways is through employee recognition programs. In fact, according to a survey conducted by the Harvard Business Review, recognition given to top performers was the most impactful driver of employee engagement. Social recognition, in particular, is a fun and easy way to quickly show employee appreciation and boost employee engagement.

More recognitions = higher employee engagement

Employees experience an increase in job satisfaction from rewards and recognition, and it’s important they come from peers as well as supervisors. As noted in our recently published eBook, The Case for Employee Recognition, 71% of employees rank employee engagement as very important to achieving overall organizational success and 72% rank recognition given for high performers as having a significant impact on employee engagement. Furthermore, the report shows there is a negative correlation between the effectiveness of a recognition program and employee turnover rates – meaning employee recognition not only boosts employee engagement but reduces turnover rates as well.

Rewards and recognition create a positive workplace culture

A recent SHRM study noted that employees consider “culture and connection” to be a major contributing factor to employee job satisfaction. In recent years it has become widely accepted that implementing a robust rewards and recognition program is one of the top means of fostering a positive workplace culture, and one that promotes mutual respect and employee appreciation. In fact, a 2015 Cornell University research review noted that, “41 percent of the variation in employee engagement is attributable to the strength of recognition an employee receives,” and that 42 percent of companies with recognition programs include a social peer-to-peer component. In the conclusion of the study, the author states: “Recognition programs are becoming powerful avenues for exerting positive change in the workplace. What was once a nice-to-have practice is becoming a driver for improving employee engagement and a host of other factors that impact the bottom line, when properly executed. By making the programs strategic, leveraging peer-to-peer recognition, and garnering top executive buy-in, companies can maximize their return on investment on these programs.”

Social media is second nature

By 2025, millennials will make up 75 percent of the workforce, and they are accustomed to spending a big chunk of their time on social media. Giving and receiving positive reinforcement by way of social recognition is fun and natural to them. Social recognitions are not viewed as tasks or something they need to check off the “to-do” list, but an instinctive way to communicate with their peers and to showcase each other’s accomplishments. Social recognition has become an invaluable piece of the puzzle when it comes to initiating and sustaining an effective rewards and recognition program.

With 70 percent of U.S. workers not engaged at work, it is imperative for businesses to focus on employee engagement; and kicking off an employee recognition program is the logical first step. Through recognition, employees will feel more appreciated and, in return, be more productive. 77 percent of employees even stated they would work harder if they felt better recognized. As the Cornell report states, “What was once a nice-to-have practice is becoming a driver for improving employee engagement.”

To learn more about how your human resources department can establish a successful employee recognition program, download our 2016 Buyer’s Guide to Social Recognition.

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New Hires Engaged Employees

Turning New Hires into Engaged Employees – 3 Quick Tips for Success

Studies on turnover estimate that when an employee leaves a company it can cost the organization between 30 to 250 percent of that person’s annual salary due to factors like loss of productivity and other associated replacement costs. BambooHR shared its research on turnover with the Society for Human Resource Management, saying the average company is losing one-sixth of its new hires in the first six months. Providing a competitive compensation and benefits package is important, but in today’s market, retention also requires making new hires feel engaged, aligned and connected from Day 1.

With this in mind, we offer three quick tips to think about when bringing people onboard your organization.

1. Promote affiliation with people from the start

The BambooHR study found the reasons new hires leave so soon included the expected, like lacking in clear guidelines on responsibilities and wanting better training, as well as some less intuitive factors. For instance, 17% said a friendly smile or a helpful co-worker would have made the difference between staying and going, and 12% wanted to be “recognized for their unique contributions.” Employees today, especially millennials, like to connect and collaborate, and that is especially true of millennials, yet the Aberdeen Group found that only 32% of organizations provide opportunities for peer networking. This represents a clear missed opportunity and one that can be easily remedied with a mentoring or “buddy” program. Conclusion: Providing early opportunities for peer networking and social recognition are critical to retention.

2. Look beyond money to drive desired behaviors

According to a frequently cited Kepner Tregoe study, 40% of employees felt that that increased salaries and financial rewards were ineffective in reducing turnover. Employee behaviors today are driven less by financial incentive and more by aligning their personal values with company goals in order to endow their work with a greater sense of meaning. Meeting these seemingly less-tangible needs can be accomplished through a formal recognition and rewards program, along with frequent manager feedback and opportunities to connect with new team members. Conclusion: Aligning employees’ personal values with company goals through recognition programs and frequent feedback is more likely to drive successful behavior.

3. Develop an onboarding system that engages quickly

Do you think of employee recognition as something only for employees who have been with the company for some time? More and more leading organizations are realizing that optimizing the workplace for employee retention requires integrating new employees into their recognition programs right from the start. By encouraging participation in an organization’s recognition program from the outset, employers can insure that new hires embrace and contribute to the company’s culture of recognition. To do this, employers can build training on the company’s rewards and recognition platform into employee onboarding programs and by not waiting until the employee has been with the company for an extended period before recognizing desired behaviors.

Ideas for early recognitions include recognizing new hires for how quickly they get up to speed on their new job responsibilities, how well they are connecting with their new co-workers, or how frequently they participate in culture-building activities. In order to reinforce a culture of recognition and achieve ongoing employee engagement as a result, recognitions should be frequent, meaningful and tied to company values. In fact, Gallup recommends at least every seven days. Conclusion: Engage employees and integrate them into the company’s culture of recognition from day one through recognitions given early and often.

New hires are more likely to decide to stay with your organization when they feel appreciated and welcomed by their peers. Millennials especially, projected to make up more than 50% of the workforce by 2020, embrace peer networking and social recognition. Setting up new hires for success through early participation in a company’s culture of recognition is good for employees and good for the organization.

Learn how to build a culture of recognition by downloading The Case for Employee Recognition Ebook.

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Measuring Employee Performance

5 Performance Measurement Myths

The question of how to measure employee performance represents one of the last vestiges of old-school HR methodology. Today’s workforce is digitally transformed, highly social and mobile, made up of multiple generations, and collaborating across virtual and global locations. There has been a profound shift in the workforce away from hierarchical, top-down organizations towards teams and collaboration, where having a culture of recognition can drive engagement and results far more effectively than infrequent reviews handed down from on high by management.

We all want the best hires and to lure the top talent. But once on board, they’re part of the organization, and now making sure that they’re fully engaged becomes the challenge. But how do we know if they are working up to their potential? Old-school approaches to performance management, which view a single employee outside of the context of today’s team-based, networked workplace, no longer ring true. Indeed some would argue that many of these approaches were myths to begin with – and I’d have to agree.

Here are five assumptions about measuring employee performance that need to be retired:

Myth #1 – Individuals should be judged solely on their own performance.

The idea that we perform as an island may apply to an isolated few, but it doesn’t fit the majority of workplaces — either today or yesterday. The investment made in working out how to evaluate individuals may be better spent evaluating the quality of their team or business unit’s output. What targets have been hit? What goals have been reached?

Perhaps we should be evaluating employees not only on their performance, but on their level of engagement and on their ability to thrive in team-based environment. Highly engaged employees are more likely to give the kind of discretionary effort that all bosses are looking for, and that have a tangible effect on a company’s bottom line. In fact, Aon Hewitt has reported that for every incremental one-point increase in employee engagement organizations saw a 0.6% increase in sales. For a company with sales of $100 million, this translates to a $6 million windfall! And in companies with the most engaged employees, revenue growth was 2.5 times greater than competitors with lower levels of engagement.

Myth #2 – Good employees just do the job, they don’t need a reason or added meaning.

Is the better employee really the one that doesn’t need to understand how their work aligns with company’s mission and values? Performance stems from engagement. And being engaged stems, in large part, from feeling aligned to — and invested in — the company purpose. Motivation and meaning go hand in hand.

Even if a task is performed well, accomplishing it inside a vacuum is going to create a gap somewhere along the line. Employees deserve to know why they’re there. They’ll participate more fully, and are more likely to push to reach targets and goals if they are invested in the rationale behind the effort.

Myth #3 – An employee that’s good this year will be good next year.

When a team of researchers dove into six years of performance review data from a large U.S. corporation, they found that only a third of high-scoring employees scored as high in subsequent years. And they found no evidence that high-performing employees always perform highly, or that poor performing employees perform poorly. Today’s workforce is continually being met with innovations that require new learning and new skills, so what’s “good” today may not be an accurate measure of what’s desirable tomorrow.

When a company uses trackable learning platforms, they have a means of measuring growth and development. To drive engagement and retention they can extend from onboarding programs, demonstrating a commitment to an employee’s growth from the moment of hire. 84% of employees want to learn, and keep learning. When you align an employee’s learning with the company’s business goals, that’s a win for all.

Myth #4 – Past performance is indicative of future results.

In 2015, a number of Fortune 500 companies announced that they were doing away with old school performance reviews. Accenture, the Gap, Adobe and General Electric all veered away from the annual or quarterly review ritual in favor of building a stronger culture based on continuous feedback and frequent recognition.

What’s happening instead is that many companies are moving to a system where employees and managers can give and receive social feedback and track the history of recognitions given and received. This new approach – measuring the frequency of peer-to-peer, intra-team and team recognitions within a powerful digital and social recognition program – provides better quality insights and has the potential to foster a far more positive, and productive, work culture.

Myth #5 – The best way to measure performance is when no one’s expecting it.

Spot checks, random and unexpected, are still recommended by some HR stalwarts, who assert that it’s a way to motivate employees to give a consistent performance. But it conveys an atmosphere of mistrust that may be more of a de-motivator.

Trust is critical to employee engagement, but it’s still in short supply: a recent survey of nearly 10,000 workers from India to Germany to the U.S. found that only 49% had “a great deal of trust” in those working above and alongside them. Contrast that with study findings showing that organizations are extremely concerned with driving engagement and promoting a workplace culture that is based on transparency and meaningful work. You can’t have both.

That we’re still having this conversation is in part because we may lack the imagination to see our way to a new starting point. But the real drive to perform comes from within.  We are motivated by purpose, and by being appreciated for what we do.

Employees today want to be engaged, we want to know what higher purpose our efforts are contributing to, we want to excel and to grow. Employers should start with that knowledge and measure their employees accordingly.

Make sure to check out the other series of guest blogs from Meghan Biro, starting with her first guest blog post For Recognition To Have An Impact, Make It Strategic.

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About Meghan M. Biro
meghan biroMeghan M. Biro is a globally recognized Talent Management and HR Tech brand strategist, analyst, digital catalyst, author and speaker. As founder and CEO of TalentCulture, she has worked with hundreds of companies, from early-stage ventures to global brands like Microsoft, IBM and Google, helping them recruit and empower stellar talent. Meghan has been a guest on numerous radio shows and online forums, and has been a featured speaker at global conferences. She is a regular contributor at Forbes, Huffington Post, Entrepreneur and several other media outlets. Meghan regularly serves on advisory boards for leading HR and technology brands. Meghan has been voted one of the Top 100 Social Media Power Influencers in 2015 by StatSocial and Forbes, Top 50 Most Valuable Social Media Influencers by General Sentiment, Top 100 on Twitter Business, Leadership, and Tech by Huffington Post, and Top 25 HR Trendsetters by HR Examiner.

 

Case for Employee Recognition

Why Employee Recognition Matters

By: Kellie Wong
Social Media & Blog Manager, Achievers

Do your employees feel recognized? Think carefully, because over 65 percent of employees report they don’t feel recognized at work. And lack of recognition just happens to be the number one reason why employees quit. Employee recognition drives employee engagement, and with higher employee engagement come lower turnover rates and stronger business results. Engaged employees perform 20 percent better and are 87 percent less likely to leave their organizations than their disengaged colleagues. Also, companies with the most engaged employees report revenue growth at a rate 2.5X greater than their competitors with the lowest level of engagement.

So, how do you start building your case for an employee recognition strategy? Start with The Case for Employee Recognition E-Book – an all-in-one guide that highlights everything you need to know about employee recognition. It details where the modern-day workplace is heading, why employee recognition is invaluable for businesses, and ultimately how to secure senior management buy-in. Below are some key takeaways from The Case for Employee Recognition E-Book that every HR professional should be aware of:

The ever-changing workplace

The workplace is constantly evolving and it’s important to be aware of where it’s heading. Organizations are no longer hierarchical and top down, but instead collaborative and bottom up. Baby boomers are retiring faster than young workers can replace them, intensifying the war for top talent and putting the ball in the millennials’ court. By 2018, it’s expected that millennials will make up more than 50% of the workforce.

Case for Recognition Gen Y Chart

The Case for Employee Recognition E-Book

Why employee recognition is a need, not a want

It’s simple: employee recognition positively impacts employee engagement and drives business success. According to Gallup 80 percent of employees said recognition is a strong motivator of work performance and 70 percent said they would work harder with continuous recognition. With $8 billion in assets and 260,000 customers, Meridian Credit Union saw a measurable, positive impact after implementing a rewards and recognition program.

“Analyzing the impact of engagement by comparing the top and bottom quartile of engaged employees showed that each highly engaged employee (top quartile) was responsible for over $2 million in growth, while each of the least engaged employee (bottom quartile) were responsible for $1.29 million.” – In regards to Meridian Credit Union, The Case for Employee Recognition E-Book

How to secure senior management buy-in

Hopefully now it’s clear that both your business and employees can benefit from employee recognition. But how can you get senior management on board? Start with the data. Numbers don’t lie and leaders will pay attention when you present them with ROI numbers for engaged workplaces, its impact on financial performance, and how recognition is a key driver of both. All this valuable data and more is presented in our new eBook: The Case for Employee Recognition.

Learn how employee recognition promotes engagement, creates an infectious work culture that retains top talent, and improves overall customer satisfaction by downloading The Case for Employee Recognition E-Book.

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About Kellie Wong
Kellie WongKellie Wong is the Social Media & Blog Manager for Achievers. She manages Achievers’ social media presence and The Engage Blog, including the editorial calendars for both. In addition to writing blog content for The Engage Blog, she also manages and maintains relationships with 20+ guest blog contributors. Connect with Kellie on LinkedIn.

 

For Recognition to Have an Impact, Make It Strategic

By: Meghan M. Biro

We’re way beyond the old paradigm of years-of-service plaques or holiday gift cards as a form of employee recognition. We know that such rewards, tied to tenure or sporadically bestowed on an individual employee for a job well done, fall short of achieving any larger goal. For employees, they do little to spur a sense of being truly valued by an organization. For the organization, they don’t spark the levels of engagement that we know drive performance and lead to desired business outcomes. Why is this an issue? Gallup research this year found that only 33 percent of US workers feel engaged at work (it’s a mere 13 percent worldwide!). That’s nearly the same figure it was 10 years ago.

And even if organizations do connect recognition to driving individual performance and achieving desired business outcomes, how many have a recognition program that actually works? Achievers’ 2015 “The Greatness Gap” survey of the North American workforce found that most employees are far from satisfied with how, when, or why they receive recognition — if they do at all. They don’t feel they are recognized at their preferred frequency (41%) or get a manager’s in-the-moment feedback (60%) They don’t feel recognized for making progress (57%) or achievements (53%). Based on these findings, disengagement, not engagement, seems to be the rule.

But this gap is more than just a gap in driving engagement via feedback. It represents lost intelligence on how to improve the employee experience and better align it with business goals. To play an effective role in an organization’s success, a recognition program needs to serve a powerful strategic function for both employee and employer.

Strategic recognition serves a number of dual roles:

 

It’s part of a widespread, unified system of employee engagement —

that can be customized into any format, platform and frequency.

 

It’s aligned to the vision and values of the organization —

and can be tailored to meet individual employee preferences.

 

It generates powerful insight on employee performance and behavior —

but “learns” from even the delivery of a “smile” emoji or an e-thanks.

 

It’s closely aligned to business goals and targets —

While also recognizing employees for “softer” contributions & achievements as well.

 

It builds bridges between the executive/management and employee sides —

and enables uphill, peer-to-peer, team-to-team, and intrateam recognition as well.

 

It functions from a single, Cloud-based nervous system, regardless of organizational side or geographic location—

but always feels local and human in scale and tone.

 

It identifies out-in-front performers and succession candidates —

while pinpointing gaps and trouble-spots as well.

 

A strategic program of recognition builds engagement — and therefore has a positive impact on retention — supports talent management, and is closely tied to business goals. It is also the foundation of a cohesive, supportive environment. It also looks at the future as well as the present. It may be further refined to fit organizations shifting to more autonomous, team-based structures — a coming workplace shift identified by Deloitte’s 2016 human capital research. Or it may already be addressing profound shifts in workplace demographics (4 generations working together) and geography (global organizations with multiple hubs).

How long does it take for a strategic recognition program to take root and deliver game-changing results? Shop Direct, a multi-brand digital online retailer with some 4,500 employees, launched its highly successful recognition program across multiple global sites two years ago and it is already being credited with having a major positive impact across the entire organization. 

Shop Direct’s Shine program was designed to reinforce the organization’s purpose (to “Make good things easily accessible to more people”) and values (Trusted, Together, Proud, Ambitious, Innovative), and to drive performance. The program enabled instant recognition and rewards across multiple sites. And with features like at-a-glance data and in-the-moment messages, it soon turned into a keen motivator that has boosted engagement levels by 14%. But perhaps the clearest indicator of success has been the high level of adoption that the program has achieved. In less than one year, Shop Direct employees had sent more than 355,000 recognitions, and activation rates stood at an impressive 97%. Shop Direct has since garnered multiple awards for its innovative thinking — including being ranked as one of Achievers 50 Most Engaged Workplaces.

Likewise, communication and network services giant Ericsson (managing some 2.5 billion subscribers globally), needed a strategic solution to its employee recognition challenge. The platform had to be able to connect over 15,000 employees in dozens of hubs across North America — and improve on existing manual recognition programs. After implementing the Achievers solution, Ericsson’s HR team was able to automate recognition among geographically-dispersed employees, track program spend (without once going over budget), and use program data to link recognition to business results. Employees enthusiastically embraced it, making it the most widely-utilized “voluntary” enterprise platform the organization had ever implemented.

If no man or woman is an island, no employee should feel like he or she is working alone. Whatever job we do, we all want to be appreciated. What’s most profound about a truly strategic recognition program is that is answers that very basic human need. But all the while, it’s an incredibly powerful driver — and monitor — of a much larger success story: the organization itself. That’s a win for everyone.

Check out Meghan Biro’s second guest blog post It Takes a Recognition Culture to Spark Engagement.

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About Meghan M. Biro

meghan biroMeghan M. Biro is a globally recognized Talent Management and HR Tech brand strategist, analyst, digital catalyst, author and speaker. As founder and CEO of TalentCulture, she has worked with hundreds of companies, from early-stage ventures to global brands like Microsoft, IBM and Google, helping them recruit and empower stellar talent. Meghan has been a guest on numerous radio shows and online forums, and has been a featured speaker at global conferences. She is a regular contributor at Forbes, Huffington Post, Entrepreneur and several other media outlets. Meghan regularly serves on advisory boards for leading HR and technology brands. Meghan has been voted one of the Top 100 Social Media Power Influencers in 2015 by StatSocial and Forbes, Top 50 Most Valuable Social Media Influencers by General Sentiment, Top 100 on Twitter Business, Leadership, and Tech by Huffington Post, and Top 25 HR Trendsetters by HR Examiner.