Archive for the "Social Recognition" Category

Secrets to the Holiday Gift Every Employee Wants

by Lynette Silva

Give the gift of thanksRecognize This! – The best gift anyone can give or receive is the gift of thanks.

What’s the most fraught HR decision/situation this time of year? Easy answer – the office holiday party. Setting aside some of the more drama-filled scenes and stories (though I enjoyed Tim Sackett’s holiday party rules), the holiday party is a good way to celebrate a year’s worth of hard work and success as well as an opportunity to strengthen relationships with colleagues.

If the holiday party is the most fraught situation, what’s the second most? I submit, it’s the holiday gift, end-of-year bonus, etc. Why would a gift or a bonus (arguably, both desired by the recipient) be such a challenge? The top reason is because it’s annual. When recognition and rewards are held in reserve, expectations and anticipation often grow exponentially (and out of whack with realities of the business). That’s why frequent and timely recognition throughout the year is a top driver of more human workplaces.

A recent blog post by Ben Eubanks highlights three factors of social recognition that have the most impact on creating a more positive employee experience:

  1. Aligned with Desired Behaviors – How do you need people to behave, every day, in every role? The answer is likely codified in your core values, but do your employees even know what your core values are? (This recent survey says nearly half of employees don’t.) Make it easy for anyone in your organization to recognize and appreciate colleagues for living those values in their daily work. That makes your core values come alive – in people’s hearts as well as their heads.
  1. Differentiated based on Contribution — What did the person do that’s deserving of recognition? Leading a significant project that potentially saves the company millions certainly deserves far more than a pat on the back and casual, “Thanks for all you do.” Instead structure multiple award levels differentiated based on level of effort, contribution, time invested and result achieved.
  1. Appropriate to the Person – Never forget the incredible variability of us humans. What’s personal and meaningful to you (a donation to your favorite charity, perhaps) could be very different than what’s personal and meaningful to me (a runaway escape weekend). Avoid the nightmare of the unwanted (or worse, insulting) gift. True stories include the giving of a steakhouse gift card to a vegan and tickets to the latest hot theater production to a single mom who couldn’t get childcare for the night of the show. Instead, make it fun and easy for the recipients to choose their own meaningful rewards.

Finally, this holiday season, the greatest gift anyone can give or receive is the gift of thanks. Because to say “thank you” means “I see you. I notice you. You are valuable. You matter.”

Who will you give the gift of thanks to this year?

What happens when work becomes a hobby?

By Derek Irvine

Compensation Cafe logoRecognize This! — In the gig economy, a growing portion of people are working for reasons other than pay. That could mean big shifts for how companies motivate and attract workers in the future.

The gig economy has gotten quite a bit of press recently, as the popularity of technology-enabled platforms has made it easier than ever for people to find and get paid for gigs. The most popular options continue to be ride hailing and online tasks, but the sector is growing to include ad-hoc project work, professional services, and even personal help.

Although the gig economy is still relatively small in comparison to the traditional economy (approximately 8% or so), the dynamics of gig work could end up having a large impact on the ongoing evolution of the employer-employee relationship. Compounding the issue is the rise in automation and machine learning that is spreading from industrial settings to service and knowledge-based jobs.

As I wrote in this post on Compensation Cafe, one of the more striking shifts has been toward a growing segment of workers that participate in the labor market because of reasons other than pay – referred to as “hobbyists.” They seek out opportunities to socialize or have fun, or simply have a desire to do something productive with their time.

The idea of working human is deeply resonant with this approach to gig work – prioritizing a sense of belonging and meaning over pay (although adequate compensation is still vital). There are also implications for the changing landscape of how businesses and HR leaders will need to adapt to this shifting mindset among workers.

Below are some of the biggest implications, summarized from my original post, as some of these changes spread outside of the gig economy:

  • Increasing pressure on organizations to create positive work experiences that can attract and engage these workers, as a solution to high rates of churn and an unpredictable supply of talent over time.

  • Shifting focus away from traditional attractors, such as benefits and employee perks, to leverage more fluid and immediate aspects of their rewards portfolios, such as social recognition.

  • Continuing evolution of performance, balancing the need for one-off gigs with repeat or ongoing work, concurrent with a greater emphasis on continuous performance conversations.

What are some other implications for employees and employers when work becomes less like work and more like a hobby?

You Are Not Chopped Liver * The Role of Technology in the People Business

by Lynette Silva

The universe in the palm of your handRecognize This! – Technology, especially HR technology, enables our better human instincts to help us create more human workplaces.

Technology and HR. How does that compute? (Sorry – couldn’t help the pun) Isn’t HR about humans? If the obvious answer is yes, then why is so much effort expended on HR technology? These aren’t trivial questions in terms of investment – in business and in people.

I like a perspective recently cited by CIPD:

“[With technology,] we can really get down to what human resources should have been all along – the job of humanising the rest of the business. There’s never been a better time to be an HR professional because tech is dissolving the supposedly critical routine that kept your vision capped to date.”

That’s the role of tech in the human space – as an enabler of a better, more human workplace and a more positive employee experience overall. Especially in our increasingly distributed workplaces where my closest work colleagues might be physically located half a world away, systems like social recognition facilitate the strengthening of connections and relationships between people through the power of thanks.

Another area where technology can help facilitate our very humanness lies in helping us overcome some of our human nature tendencies that hamper our own success. Case in point (as shared in a Kellogg School of Management at Northwestern University article) is squandered work time – time lost to “dysfunctional workplace dynamics—more commonly known as ‘people problems.’”

The researcher/authors of the article describe a study in which rival groups within the same R&D department were given the option of investing budget in the idea of their internal rival or in the idea of an outside competitor. We’d rather a completely external third benefit than the rival we know and feel threatened by.

These very human – if dysfunctional – behaviors cost companies on average $15.5 million.

Are we stuck with the consequences of the more negative tendencies of our humanness? No – in fact, the path forward is by switching on our more positive tendencies. In the example described above, the “shortest path to valuable insights” – and success for the team and company – is often in selecting the rival’s idea. So how do you get people to overcome their human nature and select a rival’s idea? Study co-author Leigh Thompson provides the answer:

“List one or two things you’re particularly proud of. Perhaps you just published a book or a well-received case study; perhaps you had an above-average performance review last quarter. Now all of a sudden, when I hear about the accomplishments or ideas of a colleague, I am more receptive to it—because I have just reminded myself that I am not chopped liver.”

And that brings us full circle to the roll of technology in enabling the employee experience – the human experience. With a social recognition system, it’s even easier to log-in and remind yourself of the tremendous contributions you’ve made (and been praised for by your colleagues).

What are you particularly proud of? What memories or accomplishments remind you of just how valuable you are?

Compensation Cafe: Cultural Practices for a More Dynamic Workplace

By Derek Irvine

Compensation Cafe logoRecognize This! – Shifting away from too much hierarchy, organizations need to emphasize more dynamic and more human ways of working.

The pace of changes facing modern businesses is incredible. Many organizations are finding that those changes require an evolution in management philosophy- away from aspects that were successful during the Industrial Era and toward aspects that allow the organization to be more dynamic.

One of those groundswell transformations has played out in the very way that many businesses are organized. As Eric Mosely recent said in an interview with Forbes: “Organizations are changing. The way we work is changing. The top-down hierarchical approach is a dying legacy of the industrial era.”

I was thinking of that quote as I was reading some recent research on the potential pitfalls of clinging to those hierarchies. Summarizing that research in this recent post on Compensation Café, those pitfalls can include: (a) skewed levels of participation between leaders and other team members, (b) a failure to hear from the most knowledgeable or able contributor, and (c) a rush to agreement at the expense of more effective decisions.

How can we avoid those pitfalls, as the role of traditional hierarchy is replaced with more dynamic structures?

I propose three cultural practices, which are excerpted from the full post below:

  1. Leaders as coaches. While it is important for leaders to provide a clear and motivating vision of the direction the company or team should take, it is equally important to provide employees the autonomy to determine the specific path to that goal.

  2. Crowdsourced performance. Teams and organizations are successful when there is a shared understanding of who knows what, and who has which skills and abilities.

  3. Recognition of differences and diversity. Constructive debate often comes from diverse perspectives and the ability to give voice to those perspectives. Greater participation and empowerment, as mentioned above, both help employees feel they have a voice.

Each of these practices are supported through technology solutions that amplify and reinforce relationships between all employees. Solutions like social recognition, for example, acknowledge the unique role that each employee can play in achieving greater performance, sharing knowledge of best practices and experiences, and encouraging greater diversity in how performance in achieved.

How is hierarchy being transformed at your organization?

Answering Important Questions – How Does Social Recognition Work in Manufacturing?

by Traci Pesch

Traci Pesch, Globoforce, and Jennifer Sweda, EatonRecognize This! – All employees can benefit from the power of thanks, regardless of job type, function or role.

I get asked lot of questions. As a mother, I hear interesting questions like: “Why does Moose’s (our pet guinea pig) nose move up and down and not side to side?” and “If the earth is round, do rainbows circle the earth? And if they do, where does the pot of gold go?” From my 7-year-old, these are excellent, inquisitive questions that help him learn about and understand the world around him.

As an employee recognition strategist and consultant, I hear interesting and important questions from dedicated professionals seeking to understand how they can make work more human for their colleagues. One of the more common questions often sounds like, “Social recognition sounds interesting if you work in an office all day. But does it really work for employees in manufacturing facilities?”

While I might not know where the pot of gold goes, I definitely know the answer to “does social recognition work in manufacturing facilities?” And that answer is a resounding, “Yes!”

Join me and Jennifer Sweda, compensation manager for power management company Eaton Corporation, on Thursday, October 27, at 2:00pm Eastern to learn how Eaton uses E-STAR, their social recognition program, to engage a workforce of more than 95,000 employees around the world – with 50% of those employees offline. (You can register for the webinar here.)

We’ll be discussing how recognition powers Eaton’s workforce, including:

  1. Just 6 months after the launch of E-STAR, 68% of employees were participating in the program. Another 82% of employees received a recognition moment in the first year.
  2. A creative E-STAR Wars campaign on “May the 4th” resulted in 551 additional awards given by employees.
  3. Every 65 seconds, a recognition moment is captured in E-STARs.
  4. In an employee survey, Eaton found that 79% of employees agree that E-STAR makes them feel valued and appreciated.
  5. That same survey showed a high correlation between giving and receiving of recognition and higher employee performance.

In the webinar, Jennifer and I will also talk about how Eaton has kept the recognition program fresh year after year and how you can find similar success at your company.

You’ll learn about:

  • How to get executive buy-in and drive employee adoption of recognition
  • Real employee stories from Eaton’s E-STAR program
  • The powerful impact recognition has on retention, performance, and employee sentiment

Don’t forget to register here.

 

What’s Ahead for HR in 2017?

By Derek Irvine

doors-1613314_960_720Recognize This! – Trends in HR for the year ahead will emphasize empowerment, the employee experience, and ultimately a more human workplace.

What will some of the big themes be for HR leaders in the year ahead and how can we begin preparing for them? For some answers, I attended a session at HR Tech based on Josh Bersin’s new report, HR Technology Disruptions for 2017.

One of the key findings from that report is a much greater emphasis on empowerment and the whole work environment, increasing the robustness of how we think about employee engagement and cultural fit.  HR technology is playing a large and disruptive role in accelerating this philosophical shift, bringing together sophisticated people analytics, always-on self-servicing, and greater social connection.

These trends deeply resonate with the WorkHuman movement and community. We collectively stand at a pivotal moment for HR to integrate technology and humanity in creating a better workplace and a better employee experience.

It is clear that employees now expect much more out of work, and by extension, many of the HR systems that contribute to the work experience in some way. In Josh’s analysis, we can see how these trends have emerged across HR functions (see his Figure 2: Evolution of HR systems below).

bersin-model

Early technologies aimed to automate and integrate existing processes, streamlining most administrative tasks across benefits and compensation and talent management. Because of that streamlining and perhaps other factors, HR professionals and employees alike began to realize that existing processes were no longer working.

They needed to be fundamentally rethought and rebuilt.

Alongside cloud and mobile technologies, there is now an opportunity to rethink those processes and more fully engage the hearts and minds of employees. There is also an opportunity for HR to move at the speed of business, integrating these processes into the stream of everyday work.

Social recognition is one example that Josh mentions, which empowers all employees to recognize the contributions of others in real time, avoiding the costly process of top-down nominating committees and the pitfalls of having a small “winner’s circle.” Next-gen performance feedback is another area where this kind of empowerment is quickly growing, basing processes in ongoing growth-oriented conversations instead of annual forms or ratings.

Across these and the other emerging “apps that make work life better,” the notion of the workplace is expanding to include more human elements and meeting employee’s expectations for autonomy and control over those elements. These changes will result in a better employee experience, and as research by Globoforce’s WorkHuman Research Institute and the IBM Smarter Workforce Institute has shown, that will lead to better business results.

How is your company preparing for these more human trends ahead?

Who Inspires You to Get Out of Bed in the Morning?

Woman in a bedby Traci Pesch

Recognize This! – Simply expressing to others they are appreciated and important powerfully and positively impacts both the giver and receiver of the praise.

How do you change someone’s perspective of themselves? How do you change your own perspective of yourself and your mission? One step – recognize someone. Celebrate the good in them. Tell them how they are special, how what they do matters.

It really is that simple. The act of recognition – both giving and receiving – fulfills a basic human need, the need to be noticed. The need to be seen. The need to be of value to others and to be valued by others.

Take a 6-minute positivity break and watch this video of teachers telling students they are important and appreciated.

Wow. Powerful. I admit it – I welled up a bit watching that. Why? It’s the faces and the reaction of the students who are the recipients of the messages of praise and appreciation. You can see their faces and entire demeanor change in an instant from cautious “What did I do wrong?” to blushing “Really? I didn’t know I had that impact on you.”

And it’s precisely that nuance of the message of appreciation that’s so important. Every message was not just “Thank you. You do good work.” Every message included the important specific element of, “You are the reason I come in every day to do my job. You inspire me. You make my work have value and meaning.”

That’s a critical lesson for us in our jobs, too. Yes, praise and thanks are important. Even more so are the personal, sincere and specific messages of how someone made a difference and how they and their efforts had a lasting impact.

This positivity project worked by focusing on the human experience. Jamie McSparin, the teacher behind the project said in an interview, “It started that dialogue between teachers and students, which humanizes the whole experience. It’s not, ‘Here, I’m teaching you.’ It’s ‘Let’s build a relationship and make this an experience.’”

We all need that reminder. We’re not working with robots, but with humans. What fuels humans? Interaction. Relationships with others. A sense of greater meaning and purpose. Experiencing work and life together. (That’s a large factor of the research resulting in the new IBM/Globoforce Employee Experience Index announced at HRTech – a positive employee experience requires trust, relationships, meaningful work, recognition, empowerment and balance. Read the report.)

Who would you recognize in your workplace? Who inspires you to get out of bed in the morning? What is it about them and their work that makes a difference? Most importantly, when are you going to tell them?

How to Assess Your Company Culture in One Easy Step

by Lynette Silva

People First alwaysRecognize This! – How your employees experience recognition and appreciation for daily efforts and results can determine the success of your organization culture.

Is there an easy and quick way to judge the culture of a company and assess potential for future performance? According to David Novak, former CEO of Yum! Brands, yes. Simply look for telltale signs of a culture of recognition and appreciation at work. (Investor and portfolio manager James Dodson’s Parnassus Workplace Fund bears this out. Companies included in the fund are selected based on how well they care for their employees. The fund regularly outperforms the S&P 500 by 4%.)

How do you create a strong culture built on social recognition? Mr. Novak makes these recommendations:

  1. Put people first

“Focus on their capabilities and recognize what they do to satisfy more customers, build more business, make more money and drive results.”

  1. Tie recognition to what matters most for success

“Recognition can be a catalyst for results if it is directly tied to the important goals and objectives of your organization.”

  1. Make recognition frequent and timely

“One of the most important tasks for any leader is…to make people feel appreciated and respected in their daily work.”

  1. Make recognition meaningful and authentic

“The key is to champion recognition every day and make it meaningful and authentic.”

  1. Energize employees through recognition

“An astonishing 82% of employed Americans feel that their supervisors don’t recognize them enough. That lack of recognition takes a toll on morale, productivity, and ultimately, profitability. In fact, 40% of Americans say they’d put more energy into their work if they were recognized more often.”

This doesn’t mean you can toss off casual, “Hey, thanks. Great job!” comments as you race past a colleague in the hall. Following Mr. Novak’s points above, meaningful recognition makes for a much better understanding of the meaningfulness of work, an important driver of a more human workplace.

HR pro turned consultant Sharlyn Lauby expanded on this in her HR Bartender blog, discussing the need for quality recognition. People want and need acknowledgement of what they did that was deserving of the praise. And it needs to be given sincerely in a way that reflects how the recipient likes to receive recognition. (Please don’t embarrass people.)

Combining the advice, a much better recognition might read:

“Hey, thanks! Great job on the Simpson project. You went above and beyond by taking the time to pull in additional data points I didn’t even know to ask for. That extra detail really helped me out with the client by showing them the ‘proof in the pudding’ of how their own numbers stack up against others on a spectrum of success. Your efforts demonstrated perfectly what we mean when we say ‘Make Customers Happy’ is a core value. Thank you!”

If Mr. Novak walked into your offices, what would his assessment of your company culture likely be?

Compensation Cafe: An Active Approach to Core Values

By Derek Irvine

Compensation Cafe logoRecognize This! – A social recognition solution aligned to core values helps ensure that those values are lived by all employees and actively managed by leaders.

Have you thought about where the core values at your company came from?

In all probability, they were developed as a way to successfully drive a specific culture and achieve organizational success. A senior leadership team spent a lot of time thinking through all of those relationships and what they wanted the company to be.

Far from a straightforward task, developing core values can be challenging. It all comes down to ensuring the right balance between aspirations and reality of how work gets done. As I wrote in a recent post on the Compensation Cafe, core values can often fall short of the goals for which they were developed.

This is especially true when “those core values aren’t embedded in the everyday experience of work, when they are unrelated to what drives success for the organization, or both.”

As I write in the full post, there are two ways that social recognition, when aligned to core values, can help avoid these problems and ultimately increase the effectiveness of the organization.

First, recognition allows colleagues to recognize each other on the basis of living core values through daily behavior and examples of positive performance. It takes advantage of top-down as well as bottom-up dynamics to spread an understanding of what the core values mean to the organization.

Second, social recognition provides a valuable feedback mechanism that allows leaders to actively manage and improve how core values are being lived. The data created by recognition moments can provide leaders and managers with insights into which core values are being recognized, how often, and how their definition may change over time or across locations.

Social recognition provides a way for companies to both ensure that their core values are being lived, and that they contribute to the success of the organization.

Does your company effectively leverage its employee recognition efforts to support core values?

Compensation Cafe: How to Develop Consistent Performers

By Derek Irvine

Compensation Cafe logoRecognize This! – A combination of coaching and social recognition can help consistent performers to realize their potential and reach higher levels of performance.

It has become commonplace for businesses to differentiate between high performers, consistent performers, and those who need more development. A majority of programs tend to focus solely on high performers, as those who can bring the most value to the organization.

Effective organizations though also need to mobilize and develop the largest of these three groups: the consistent performers. As I write in this post on Compensation Cafe, a culture of reward and recognition can enable leaders to reach deeper into this group through smaller, more frequent moments. Doing so can motivate a greater proportion of that group, as well as keep the momentum of motivation high.

Another unique feature of this group is the variability across performance, owing in large part to the size of the group. Some individuals may be striving upwards, others content with the level of their effort, and still others for whom a change could derail their otherwise consistent showings. Taking these differences into account, two distinct strategies emerge that support a culture of recognition and performance.

As I write in the full post, they include the following:

Feedback or coaching conversations can be geared to help provide some insight … [empowering] employees to not only direct their own work, but also spend time thinking about the larger mission of the organization and how their work contributes to that.

The second strategy emphasizes building potential over time through social recognition. Each moment, where an employee has demonstrated a core value or contributed above and beyond to the team or colleagues, can be a launching point for a discussion about growth and expansion.

Taken together, these strategies can help a company develop its pool of consistent performers, delivering a collective impact that could rival that of the high performers.

What does your organization to do help develop those consistent performers?