Archive for the "Strategic Recognition & Company Values" Category

Compensation Cafe: Employee Engagement and Incentives Compensation

by Derek Irvine

Compensation CafeRecognize This! – Employees choose to give more and behave in desired ways based on the environment they are being asked to engage in.

Employee Engagement Is Dead! Long Live Employee Engagement!

What sounds like a non-sequitur may not be. Last week on Compensation Cafe I blogged: “Is Employee Engagement Moot in Today’s High Stress Work Environments?” in which I reflected on the seeming stagnation of employee engagement stats in the research across many organizations. I argue:

No, the error lies in how we are pursuing employee engagement. Yes, employee engagement is a two-way street. Employees must themselves choose to engage in the work, but employers must also offer conditions in which employees would want to engage. That’s where we’ve fallen down.

What must change? It’s time to go back to basics. Why should employees choose to engage in the organization’s greater mission, purpose, and goals and give additional discretionary effort to achieve them if (1) compensation is not equal to market rates or is insufficient to cover basic living needs, (2) the work environment is itself unsupportive or downright abusive, and (3) essential human needs of rest, restoration and the ability to meet the needs of the whole person are ignored.

Read the post for more on the backing research and how to change those three factors to improve employee engagement.

Then today, I blogged “The Tricky Business of Incentive Compensation,” examining research on when and how incentives can motivate, given the typically low performance of such schemes. As I unpack in the post:

What they found was that incentives largely worked… but only for certain people and in certain circumstances… If companies are primarily concerned with behavior that aligns to performance, shifting focus away from pre-designated incentives structures towards “surprise” programs that can recognize and otherwise reinforce those behaviors may be a valuable path forward. For example, if managers are recognized and publicly celebrated for a willingness to take risks like those mentioned above, the signal may be that much stronger for others to overcome that initial sense of inertia.

Again, click over for the full post.

Creating a Culture that Recognizes “Originals”

by Derek Irvine

Person wearing bear claw shoesRecognize This! — Recognizing cultural contribution instead of cultural fit is a valuable way to reinforce the contributions of “Originals.”

I recently caught a piece on the Marketplace Morning radio program, interviewing Adam Grant (one of our WorkHuman speakers from 2015!). He was sharing some of the interesting findings from his new book, Originals.

I think like most of us, Adam initially expected that the nonconformists at the center of the book- the ones driving innovation and upturning the status quo- would be passionate and risk-taking types. What he found instead was that these people were often quite cautious, hedging their bets and thoroughly thinking through alternatives before moving forward.

When asked what these findings mean more broadly for organizations, Adam said something that really stuck with me. He recommended that companies need to move away from hiring for “cultural fit” and towards hiring for “cultural contribution.”

This was almost as counter-intuitive as his previous findings, especially given how many companies emphasize the importance of fit when hiring. I am paraphrasing, but Adam’s argument is that fit can only give you more of the same without really adding anything new. There will be a temporary boost in motivation and solidarity when new workers join, but that boost quickly dissipates. In its place is the danger that the organization will be susceptible to groupthink and ill-equipped to adapt to future changes.

Cultural contribution, on the other hand, seeks to find those new hires that can add something to the culture that already exists- to find the gaps, identify what is missing, and strive to strengthen it. This is a key take-away for me: helping companies identify, hire, and support these original thinkers, particularly when they may not look like what we commonly expect but can contribute to the health of a company’s bottom-line.

Extending this thinking beyond hiring, there is ample opportunity for organizations to encourage “Originals” in the scope of everyday work.

Simply put: we start recognizing for cultural contribution instead of just for cultural fit.

This means that senior leadership, managers, and employees are not only invested in reinforcing their culture, but doing so through strengthening and improving it. It means giving everyone the ability to recognize employees who may express contributions to a company’s culture in new and different ways, expanding the definition of what it means to work according to core values. Given the potential diversity in ways that individual employees may successfully enact a given cultural value, recognition is particularly impactful in communicating the value of that diversity.

Recognition provides a pathway for organizations to apply Adam’s latest findings and actually encourage the contributions of “non-conformity” as a way to enhance a shared notion of culture.

How does your organization recognize cultural contribution?

What Type of Realist Are You?

by Derek Irvine

Trees in color and B&WRecognize This! — Whether you favor a competitive or humane workplace, or something in between, a culture of recognition can be valuable.

More and more is written these days about the best ways to interact with each other in the workplace. And more and more, very different camps are forming and battle lines being drawn to convince you which techniques and tactics are superior.

In one camp are what I call the brutal realists. These are the folks that are proud of cutthroat cultures and believe in the inherent, zero-sum competition of business. They praise things like radical candor, tournament based policies, and Darwinian cultures to improve performance.

In the other camp are the humane realists, and they have taken a very different stance. These folks see the workplace as a place to come together, collaborate, and win by supporting those around them. They favor approaches to the workplace that center on gratitude, compassion, and empathy.

I imagine you already have in your head a clear picture of each of these very different work scenarios, and also an evaluation of which one you believe is superior. That evaluation is probably reflective of your own personal style, which no amount of research on the efficacy of the opposite approach could convince you to change. It is probably also reflective of a long history of self-selection into contexts, organizations, and bosses that fit with your personal style. Can you imagine the discomfort and lack of fit for a brutal realist in a compassionate organization, or a humane realist in an ultra-competitive one?

Still, I wonder how many organizations fall so neatly into either of these archetypes. Clearly there are unique standouts that get media attention, but I suspect they are the exception rather than the rule. What about the organizations that occupy the middle of the spectrum, balancing a need to compete with a need to have coworkers successfully relate to one another? I would love to see more written about these cases and their guiding philosophies towards structuring the relationships among their workforce. What do they do that works, and are there any trends that characterize this middle of the pack?

Developing a culture of recognition realists can be one successful path to this middle ground. These people believe in the power of recognition to address the humane aspects of the workplace, allowing coworkers to express appreciation and gratitude towards one another, strengthening social connections. They also believe in the power of recognition to address the competitive aspects of business, rewarding coworkers who achieve high performance and devote extraordinary effort while demonstrating corporate values.

A social recognition program can also be structured to reinforce a company’s existing culture wherever it falls on the spectrum, providing emphasis on those culturally valuable aspects of interaction between employees. Positive feedback and coaching on performance, building collaborative relationships, or any other value that lends competitive advantage can be included into the process of providing recognition.

Where does your organization fall on the spectrum and how does that equate to success?

Why You Need to Revisit Maslow

by Derek Irvine

Balls in balance on fulcrumRecognize This! — The hierarchy of needs can have a lot of value, but only if we really understand how needs are fulfilled in the workplace.

Maslow’s hierarchy of needs has staying power. It may often be reduced to an oversimplified pyramid, as I’ve written about before, and has its share of critics, but there is a silver lining!

The longer a theory hangs around, the better the chances that folks can return to the original thinking, debunk common myths, and pick out the true value of the thing. So let’s re-evaluate how a needs hierarchy ties into notions of engagement and recognition in business settings.

Where do we stand right now?

There are three primary levers that organizations can use to fulfill employees’ needs, aligned to the traditional hierarchy. Two of those- base salary and benefits– mostly target basic needs like food, shelter, and safety. Once a certain threshold has been reached, though, the incremental value of continuing to fulfill these needs tends to have diminishing returns – especially as focus shifts to higher order needs.

The third lever- recognition– represents a much smaller slice of the overall compensation picture (typically around 1-2%), and yet has the larger potential impact in reaching across the higher values of belonging, esteem, and self-actualization. These dynamics are illustrated in the smaller of the two pyramids.

Reimagination of Maslow

What does recent research say about Maslow?

To understand the scope of the impact of recognition, we need to take a deeper look into how needs are actually fulfilled.

Recent research based on global data from Gallup finds support for a “tendency, but not a strong one” for needs to be achieved approximately in the order that Maslow theorized. It is important to be clear that this does not mean a person satisfies a need at one level before moving onto the next one in this linear and lockstep process. Nor does it mean that every person achieves each need in exactly the same order and timeframes as everyone else.

Instead, we can think of need profiles, where individuals can “simultaneously work on a number of needs regardless of the fulfillment of other needs.”

Moreover, individuals need profiles vary, ranging from a focus on a few needs to the full spectrum. The former most likely address only physiological and safety needs (influenced much more by the country one lives in than specific individual circumstances). Further along the spectrum, individuals expand their focus to a combination of basic and psychosocial needs (like belonging, esteem, and self-actualization), some trending towards Maslow’s order and others not.

What do need profiles mean for employee engagement?

A workforce is a collection of need profiles across the hierarchy. Each employee differs in terms of complexity (how many needs are simultaneously being focused on) and salience (how needs are personally ranked in terms of importance and impact). Furthermore, most employee need profiles will be focused on psychosocial aspects over which employees feel they have the most control. It just so happens these are also the aspects that are closely tied to engagement.

Practically, this suggests the pathway to engagement occurs through broad values-based initiatives focused on fulfilling a variety of different needs, appreciating their fluidity rather than a narrow focus on maxing out any particular level of the hierarchy. These dynamics are captured in the larger of the two pyramids.

Recognition works across need profiles!

The challenge is meeting people where they are in terms of their need profiles. Relationships will matter more to some employees, task mastery or esteem will matter more to others, while still others will prefer some balance between the three. Social recognition is powerful because it can raise the total level of fulfillment across this diverse set of need profiles, eventually resulting in greater employee engagement that is also aligned to core organizational values.

For example, recognition can focus on a full range of behaviors that contribute to achieving a value of quality. For those with strong needs for belonging, recognition can emphasize the key role that developing relationships had in helping a project team achieve its quality goals. For those with strong needs for esteem, recognition can focus on the specific achievements and contributions of the team. And for those with self-actualization needs, recognition can reinforce continually striving to enhance the processes of quality.

Think of how your own needs are met at work. What does your own profile look like and how do you meet those needs while delivering on company values?

Why Is that Last Mile Such a Challenge?

Photo of long empty roadby Derek Irvine

Recognize This! — Aligning individual behavior to core values can be a challenge, but recognition is one way to win over that last mile.

Those who know transportation logistics or supply chain management are very familiar with the “last mile problem.” Fans of online retailers may also have some personal experience with this challenge: a package is sitting in a distribution center in the next town over instead of on your doorstep. The last mile refers to that short amount of distance between a major hub and a product’s final destination, often a disproportionately costly portion of the entire shipment.

There is an analog to this problem in the business world when it comes to executing strategy.

Many organizations can readily develop a strategy for their business, one that ties their mission and ambitions to the larger competitive context. Executives spend a lot of time getting the strategy right, and then communicating it to their divisional leadership. These leaders are subsequently tasked with making the strategy actionable, creating initiatives and business plans to deliver on key goals. The “last mile” involves the challenge of aligning individual employee behavior to the strategy and initiatives, as the final part of the cascading process.

As in transportation, figuring out how to win in the last mile is often a challenge.

What is one key to success in cultivating the right employee behaviors? It turns out that a company’s values are critically important. In fact, ModernSurvey found that close to 60% of employees say that their organization’s values actually guide their behavior at work. As Patrick Lencioni has written, “values can set a company apart from the competition by clarifying its identity and serving as a rallying point for employees.” They are a cohesive force that aligns the “last mile” micro dynamics (rallying of individual employee behavior) with macro dynamics (organizational identity and strategy).

Unfortunately, this doesn’t mean values are necessarily easy to get right.

As Lencioni continues, “coming up with strong values- and sticking to them- requires real guts.” So what makes a set of company values strong? I’ve addressed this topic previously, but two components from that post bear repeating. Strong values have:

  • Internal strength, ensuring that values are truly core values that remain central over time. Differentiated from either aspirational or accidental values that can draw leaders’ attention astray, core values lend meaningfulness and context to the set of behaviors that are expected to achieve organizational outcomes.
  • External strength, or the extent to which employees understand and are able to act upon those values as a rallying point. This means more than having a set of values on a plaque on the wall. Values are given external strength when employees behave in a values-consistent way every day, and are recognized for that behavior.

If core values are clear and employees are empowered to act upon them, the last mile will be won.

Social recognition offers a powerful tool for reinforcing alignment to core values, much like other technologies have been leveraged to solve the last mile challenge in transportation. It can bring values down off the wall and into the hearts and minds of employees, establishing sets of behaviors that are immediately recognized and shared across people. It is the mechanism that reinforces continuous cycles of values-aligned behaviors, ultimately resulting in greater engagement and returns.

What has your experience been over the last mile of aligning employee behavior?

Mapping Out Employee Accountability

by Derek Irvine

Map in handRecognize This! — Accountability requires a clear mental map for achieving results. Recognition enables everyone to share that same map.

“How do I get my people to be more accountable for results?” is the essential question from a recent post over at Harvard Business Review. It’s the kind of question that usually follows some type of failure at work. Someone misses a project deadline or comes in over budget. Forecasted performance goals go unmet.

A single failure can be frustrating enough; resolving more systemic issues of accountability across a team or organization can be daunting for managers and executives.

I suspect systemic accountability problems actually have to do with a lack of clarity and coherence. The former almost certainly drives the latter. In the absence of clarity, everyone can work from their own sets of rules about what outcomes are expected and how those commitments are followed through. No one shares the same mental map of the workplace and the way priorities and tasks are achieved.

Clarity even precedes the usual accountability suspects that leaders may point to: employee competence and motivation. Without shared ideas of appropriate outcomes and success metrics, these attributes just aren’t going to be much of a factor. If no one is using the same map, it will nearly be impossible to differentiate who is making progress in the desired direction, let alone what is driving that progress.

Developing a Shared Map of Accountability

The critical task facing leadership is to create and foster this shared map, either as a standalone culture of accountability or by weaving accountability throughout the organization’s core values. The map must clarify the following:

  • Destination: what outcomes are sought and how you know when you are there
  • Trip Planning: what resources are required and what happens if outcomes are not achieved
  • Route Updates: continuous feedback along the way to monitor progress, as well as keep teams and organizations aligned

There are several possible ways to achieve this depending on the specifics of your own organization and its culture, but one potential universal approach is through a culture of recognition. Here’s why.

A Recognition-driven Map

Recognition goes a long way in helping to develop a shared Destination. Leaders can recognize behaviors that drive results and demonstrate accountability. These behaviors provide an organization with vivid and specific examples of what success looks like and how to get there. They are powerful examples that all employees can share and learn from, developing their own repertoires of similar results-focused behaviors.

Recognition can also be used to highlight examples of Trip Planning. Examples include employees that go above and beyond in securing resources to meet important deadlines, or take initiative to deliver on commitments in the face of unanticipated obstacles. Again, recognition of these behaviors provides a shared repertoire of behaviors that align everyone behind accountability.

Finally, providing Route Updates, recognition is immediate and frequent. It allows leaders to monitor progress as well as quickly adapt to changes, particularly where peer-to-peer recognition is leveraged. This benefit limits the potential for derailing surprises and allows everyone to behave more proactively. Leaders can also gain insight into patterns of accountability across people, departments, and divisions, rewarding or intervening as necessary.

Altogether, recognition helps to create the shared maps that drive accountability, and as result, business performance. When everyone is aligned behind a common idea of what is expected and how success is measured, as well as creative responses to unforeseen challenges, accountability can become a competitive advantage.

What is your organization’s accountability map? How widely is it shared and recognized?

What To Do With All These Trends?

by Derek Irvine

Arrows pointing opposite waysRecognize This! – Trends are often captivating, but it takes a unified vision to see how they all can fit together to work for you.

If you are anything like me, you enjoy the articles of trends to watch in 2016, what HR should look like in 2020, and what the blue chips are up to. There are so many interesting ideas, it can be hard to know what to pay attention to, let alone what might be a fit for your own organization’s style, culture, and strategy.

In a Perfect World…

Imagine you are given free rein as an HR professional for your company over the next year. You are free to develop and implement anything and everything you have dreamed. Where do you start and what do you do?

Now, and more importantly, how do you tie it all together into something cohesive? What’s your aligning vision or goal for everything you want to accomplish?

This is an especially important question to answer, but all too easy to miss. These forecasts can have an à-la-carte feel. Adopt this practice, tweak this system, analyze that data. This is possibly a symptom of the sheer complexity of what HR is tasked with these days.

Regardless, our goal should be to look for the connections between data points and trends, pressures from the external environment, and alignment between business needs and HR services. We must connect the items on any list into a cohesive perspective of business reality today and how we can improve in the future.

Bringing It All Together

Linda Mougalian’s TLNT article, “Top 4 Trends,”  is a powerful example of this approach. She identifies four crucial trends for HR professionals in the coming years. Among them are rethinking annual performance reviews, improving culture and engagement, adopting new talent sourcing methods, and refining analytics to drive better decisions.

In each, Linda focuses on a foundational concept that unites the set of trends: leveraging relationships and data through social technology. In our imagined scenario, this would be my aligning vision.

Here’s how it all fits together:

  • Building an engaged culture by connecting people to one another, a culture in which they can recognize the contributions of others in helping the team and the company deliver on its core values. Social technology provides the “virtual watercooler” – as well as the data and reporting capability – that makes it all work.

Everything else the business or HR does should flow from there:

  • Reviewing performance is grounded in these relationships, and the day-to-day work those relationships produce. Social technology provides more immediacy and frequent feedback, as well as the ability to track that relationship data.
  • Transmitting the value of your culture and relationships to the external talent market, leveraging social media channels to spread the word. In the words of Josh Bersin, “becoming irresistible.
  • Finally, leveraging data analytics about the social fabric of the organization in terms of ongoing collaboration, movement of key talent, and retention of high performers.

A culture of recognition is crucial in harnessing these trends towards more integration of relationships and data through social technologies. Whatever your specific unifying vision, it is highly likely that some part of the WorkHuman movement will be at its core.

What trends do you see as driving your company forward, and how are they all connected?

Recognition Drives “One Company” Cultures

by Derek Irvine

Working togetherRecognize This! — For organizations struggling to develop an integrated front, a culture of values-based social recognition presents a unique path forward.

There’s an interesting post over at strategy+business that takes a look at the barriers that large companies have in achieving one deceptively simple goal: becoming truly integrated across geographies, product lines, and functions. The post points to three basic issues that get in the way: visibility, complexity, and trust.

No doubt these are important attributes for any organization, regardless of size, given the speed and pace of changes many of us face. Despite being tethered to work devices 24/7, keeping up with our immediate work circles is difficult enough, not to mention connections to our larger networks of project teams, co-workers, and customers. A fix is definitely needed, but somehow, trying to implement separate practices to target each of these specific issues seems too piecemeal, especially within the large organizations where such practices might be most useful.

Imagine, for example, the leadership team of a global organization, armed with the best intentions. They can implement changes to improve visibility and connections between employees; make complexity more manageable through guidelines; and build trust through team collaboration.

Paradoxically, the very things they are trying to fix may get in the way of the solutions being successful from the start. Employees at far-flung locations might not get the memo about the new collaboration summits. Each teams’ processes are complex in their own unique way, requiring layer upon layer of initially simple rulesets around coordination and priorities. At the very basic level, data indicates the high failure rate of large-scale change interventions. You can guess what happens when the amount of change requested of employees is multiplied across these different initiatives.

There is hope yet, though! I would argue that all three of these issues – visibility, complexity, and trust, as well as other human issues a company might struggle with in achieving united execution – can be addressed through a single, foundational concept: a culture of values-based social recognition.

Why recognition specifically? Perhaps the chief reason is that it can deliver a positive impact across the levers that organizations use to develop a “one company” culture: when moments of strong work performance are called out and recognized as aligned with a set of shared values. Here’s how:

  • Such moments are incredibly visible, transmitting to everyone a clear picture of what desired behaviors look like and why they are important. And everyone knows a picture is often worth 1,000 words!
  • These moments are scalable, with everyone possessing the opportunity to multiply the reinforcement of the company’s values – from top leadership to the new mailroom clerk learning the ropes. This scalability provides an easy framework from which to manage complexity: even though everyone’s contribution is different, they are united by those shared values.
  • Finally, recognition is social, connecting workers with one another to build trust, facilitating complex tasks, and allowing organizations to immediately see where collaboration is occurring, across functions and projects.

Rather than a bunch of small changes to address different pieces of the puzzle, global organizations seeking to become more integrated can leverage the power of thanks to achieve the successes that stem from this positivity-driven culture. Simplified in this way, the change management process is easier, and the alignment of people behind a single organizational culture is strengthened. That’s how we create more human workplaces. (Learn more about how to WorkHuman: Join us May 9-11 in Orlando, Florida.)

What are some of the ways your organization is bringing people together under a unified banner?

How Social Recognition Impacts Diversity

by Derek Irvine

Diversity Quote: Healthy SocietyRecognize This! — More diverse workplaces will require all of us to expand our recognition repertoires.

Recently, I was thinking about how employee recognition happens, particularly from the perspective of the one doing the nominating – a supervisor, a peer, or even a direct report. If we think a bit about that process, there are two things that will happen. The nominator first needs to recognize that the person behaved in a way that was fully and truly consistent with the company’s culture, values, and ambitions. The nominator then needs to provide recognition to that person, acknowledging the importance and value of that behavior.

The best practices of providing recognition are pretty well established (covered both on this blog and elsewhere). We know that recognition needs to be timely, social, and linked to key strategic goals and objectives.

The best practices of recognizing behavior are a little trickier, and tend to touch more upon the mental processes of each individual nominator. Employees must have a simultaneous understanding of the familiar behaviors that should be recognized (typically based on the core values), and be open to novel or creative behaviors that demonstrate those core values that should also be recognized. Sometimes it is easier to focus on the former because those behaviors are more of a known quantity – simply put, they are easier to recognize.

Research in cognitive science underscores this point and the difficulty we have in recognizing behaviors that don’t already fit into our known mental universe. Each of us have prototypes in our minds about what core values-aligned behaviors look like, and we are thus more likely to notice behaviors that match those prototypes. New, “out-of-the-box” behaviors, even if they embody those same core values, are much less likely to be recognized if they don’t match our prototypes and expectations.

This is where the power of social recognition comes into play! Rather than rely solely on traditional, top-down recognition, which involves one person’s expectations about what positive behaviors ought to look like, social recognition adds the input of the entire team to combine the unique contributions of everyone’s personal experiences and expectations. With input from anyone, the recognition program is more likely to catch these novel behaviors, and perhaps even catch more of the traditional behaviors.

So why does all of this matter? Organizations are becoming increasingly diverse, in terms of demography, ideas, and personal histories. Business problems are becoming increasingly complex, requiring similarly complex repertoires of behaviors to achieve success. Social recognition allows organizations to leverage the diversity of these individuals, catching in real-time behaviors that may have gone under the radar in the past, but have the potential to drive the company and its culture forward.

Think of your own organization. How are you working to ensure the recognition of the full spectrum of values-based behaviors, both in catching more of the traditional behaviors and taking advantage of the opportunities presented by those more creative, less familiar behaviors?

The next step? The continuous process of incorporating new behaviors into the repertoires of everyone in a positivity-driven learning culture (but that’s another post!).

Do You Miss Us Yet?

by Derek Irvine

Boomerang returning to handRecognize This!—Alumni employees are increasingly appearing in candidate pools.  Reminding them of the recognition they received for their contributions to meaningful work is powerful to recruit them back into the fold.

Former employees (often called “boomerangs,” but I prefer “alumni”) are joining the applicant pool to return to their prior companies at higher and higher rates.   who left in good standing are already familiar with the organization’s culture, processes, and employees, making their onboarding and achievement of productivity faster. The recent Workforce Institute at Kronos Inc. and surveyed more than 1,800 HR professionals, people managers and employees’ opinions on rehiring former employees.  In her blog post earlier this week, China Gorman highlighted the findings (quoted below):

  • Organizations and workers alike are coming around on rehiring former employees.
  • Boomerangs are creating increased – and unexpected – competition for job seekers as the hiring market continues to improve.
  • Familiarity, easier training, and knowledge of the former employer are benefits for boomerangs and organizations – yet some concerns still linger.
  • HR says it has a strategy for maintaining relationships with former employees, but workers and managers disagree.

The findings acknowledged the importance of alumni and desirability for alumni.  Gorman quoted Joyce Maroney, Director of The Workforce Institute at Kronos, driving the fourth bullet home:

“With this boomerang trend on the rise, it’s more important than ever for organizations to create a culture that engages employees – even long after they’ve gone – and organizations should consider how the boomerang employee factor should affect their off-boarding and alumni communications strategies for top performers.”

The survey, however, revealed conflicting findings between HR and alumni perception of the existence of relationship maintenance strategies.  HR said they used several channels to attract alumni, including email newsletters (45%), recruiters (30%), and alumni groups such as Facebook and LinkedIn (27%). Meanwhile, 67% of alumni, however did not think employers had strategies to maintain a relationship, and 80% of alumni said their former employers did not have strategies that encouraged them to return.

But what do you say when reaching out to alumni employees you want to attract back to the fold?  Remind them they left a culture not just a company.  If you’ve had a strong social recognition platform in place, you could easily pull some examples of appreciation they received while at your organization. Simply reminding them how they were appreciated and recognized for making specific impacts can be a powerful way to re-recruit your Alumni.  Show you had a positive history and relationship and you want to recognize their contributions again.

Are you seeing some of your former top performers in your candidate pool?  How are you leveraging social recognition to attract even more?