Posts Tagged "recognition’

Bersin Says “Thanks” Critical for Employee Engagement

by Derek Irvine

Thank you speech bubblesRecognize This! — There are many drivers of employee engagement, but feedback, recognition and “thanks” lead the charge.

In my last two posts on Compensation Cafe, I shared important research from IBM Smarter Workforce (more on that later this week) and from Bersin by Deloitte. Both are important, detailed pieces of research and so I will be calling more attention to them here.

First up, Josh Bersin authored the research piece “Becoming irresistible: A new model for employee engagement,” which appeared in Issue 16 of the Deloitte Review. This is the new model based on deep research and analysis of organizations across industries:


In Becoming Irresistible, Bersin says about recognition:

“A second key engagement driver is the need for continuous and ongoing recognition. As soft as it seems, saying “thank you” is an extraordinary tool to building an engaged team. We studied this topic and found that “high-recognition companies” have 31 percent lower voluntary turnover than companies with poor recognition cultures.36 These companies build a culture of recognition through social reward systems (tools that give people points or kudos to reward to others), weekly or monthly thank-you activities, and a general culture of appreciating everyone from top to bottom. The key to success here is to create a social environment where recognition can flow from peer to peer, freeing managers from being the judge and jury of employee recognition.”

Then Bersin expanded on the ideas presented in Becoming Irresistible in a very detailed article in Forbes“Employee Feedback Is the Killer App: A New Market Emerges.” Here he says:

If feedback is the killer app, then ‘thanks’ is the gorilla in the market. When you unleash the ability for people to easily say ‘thanks’ to their peers (and give them points or other rewards), an enormous new network of information often starts to flow. Leaders can suddenly see important people who they may never have noticed, and the culture of helping others can start to grow and improve.

“Our research also found that saying ‘thank you’ is an important part of building strong employee engagement. Many companies tell me that these tools unleash enormous amounts of positive energy and can help people understand even better who and why certain behaviors and people are valued highly.”

I believe this to be a dichotomy of management and a true blind spot — those things we consider easy or obvious, we tend to ignore or subsume. Yet simply saying “thank you” is one of the most powerful means we have to communicate to someone, “I see you. I see the work you do. What you contribute has great value, meaning and purpose, and you do it well.” Truly, there is nothing “simple” in that kind of statement. It is at the heart of what good managers do. Or, to once again quote Bersin from Becoming Irresistible:

It is important for companies to remember that management’s job is not to manage work but rather to develop, coach, and help people.”

And isn’t that the heart of what it means to WorkHuman, too?

What’s the “killer app” in your management toolkit?

Can You Confidently Answer the 4 Basic Performance Management Questions?

by Derek Irvine

4 Question Marks and ConversationsRecognize This! — Wanting to know we’re doing the right things at work is at the heart of performance management – and that’s a good thing.

With the recent news around Accenture and GE replacing their traditional performance review process with more frequent, timely feedback from multiple sources, it seemed Kismet when Eric Mosley, CEO of Globoforce, had his article “Creating an Effective Peer Review System” appear in Harvard Business Review this week.

Eric shares key elements to create, maintain and support a successful real-time peer review program. Click through for the full article for details on each of the below, including examples from top companies who have applied these lessons. (Quoting below):

  • Reflect on core values. Ensure that the metrics on which people are recognized are aligned with your company’s mission.
  • Embrace new technology. Pick a program that is intuitive, easy to use, fun, interactive, engaging, and fully mobile.
  • Explain and celebrate the launch. Position the program as a change designed to help recognize and celebrate employees, and not a new way to monitor or judge them.
  • Get everyone on board. Managers and leaders need to be early adopters.
  • Encourage frequent, timely recognition. Sooner is better when it comes to promoting desired behavior.
  • Empower managers to track results. Give managers access to detailed, real-time, easily actionable reports on recognition activity, correlated to key business goals.

Performance management is necessary, and even desirable. We all want to know:

  1. Am I doing the right things?
  2. Are my contributions helpful to others?
  3. Should I be focusing elsewhere?
  4. Am I adding value?

Helping employees answer those questions is the essence of performance management. Better yet is how GE frames the discussion in terms of coaching. Per this summary of GE’s new approach:

“There’s an emphasis on coaching throughout, and the tone is unrelentingly positive. The [performance development] app forces users to categorize feedback in one of two forms: To continue doing something, or to consider changing something.”

That’s the power of positive reinforcement through coaching people towards more of what you want to see again and away from detractors.

Are you confident in your own answers to the 4 basic performance management questions above?

A Master Class in Recognition Messages from The Daily Show

by Lynette Silva

Daily Show with Jon StewartRecognize This! – Great messages of recognition require details about the meaningful and long-lasting impact the recipient has had on the giver.

Though I usually catch it in replays, The Daily Show is one of my favorite TV shows. I appreciate how it consistently captures the news of the moment, often tackling very uncomfortable subjects with humor, shining a spotlight into sometimes dark and ugly areas that we should be examining more closely.

But this blog isn’t about me extolling the virtues of my favorite shows (and aren’t you lucky our editor wouldn’t let me get away with that anyway). This blog is about sharing best practices, guidance and principles for thoughtful, meaningful and impactful social recognition. And that’s where Stephen Colbert’s send off for Jon Stewart on last night’s Daily Show episode comes in.

Watch the clip below (and apologies for the ad), then my thoughts after the jump. (Email readers, click through for the video.)

The Daily Show Daily Show Full Episodes, More Daily Show Videos, Comedy Central Full Episodes

Why do I call this a master class in recognition messages? Because Stephen hits all the essential elements of a truly impactful, meaningful and memorable message of appreciation:

  • What Jon did – his actions and behaviors – that are deserving of appreciation
  • The long-lasting impact those efforts had on others
  • Lots of specific details to remind Jon of the moments that mattered most

Stephen’s message, in part, was:

“You said to me and to many other people here years ago never to thank you because we owe you nothing. This is one of the few times that I’ve known you to be dead wrong. We owe you because we learned from you. We learned from you by example how to do a show with intention, how to work with clarity, how to treat people with respect. You are infuriatingly good at your job, OK?”

One other aspect to note in the video – the virtuous circle of appreciation started by Jon saying “thank you” to all his collaborators over the years, prompting Stephen’s message of returned appreciation, followed by a huge pile-on of hugs and thanks. That’s the nature of well expressed, well intentioned recognition. It continues to feed on itself, spreading ever outward and engulfing others in the experience of gratitude and praise.

What’s one of the best messages of appreciation you’ve received?

WorkHuman Wednesday: Catch Someone Doing Something Good

by Traci Pesch

Cop Eating Breakfast with Homeless Gentleman

Image Credit: TiAnna Greene Facebook

Recognize This! – We all have the power to foster positivity through simple acts of praise and appreciation.

I’ve just returned from a whirlwind vacation with many wonderful new memories created with my family. Vacations are ideal for the opportunity to refresh, rejuvenate and reconnect on a deep and meaningful level with those we love the most. They are also terrific for the ability to just disconnect from the usual daily reality for a while.

That disconnection from what we usually see and experience makes it easier, I think, to spot things we might not normally be looking for. We have different eyes, seeking to see different things. And that’s good. It’s the unexpected that stands out, that sticks with us. Seth Godin commented on his blog:

“The unexpected praise or apology, the one that comes out of the blue, can change everything. It’s easier than ever to reach out and speak up. Sad, then, how rarely we do it when it’s not expected.”

With that in mind, I wanted to call attention to this story in the news about police treatment of those in powerless situations:

“TiAnna Greene was taking her daughter to summer camp one recent morning when she witnessed an act of kindness that took her breath away. While stopped at a traffic light, she saw a Florida police officer sit down on a street curb next to a homeless man and hand him some food and a cup of coffee.

“‘What really caught my attention was the fact she then pulled out food for herself and started to eat with him. She just seemed very, very comfortable,’ Greene said. ‘I got my phone out and started snapping pictures because I was so overjoyed by the interaction.’

“Greene posted the photos on her Facebook page, wanting to share with friends the stranger’s kind act, something ‘that seemed to come naturally for her,’ she said. The post went viral.”

Ms. Greene caught someone (Sgt. Erica Hay) in the act of doing something good. She took a moment to praise Hay’s actions and share that with others. In the process, many others were inspired by the act of kindness. (In fact, Ms. Greene and Sgt. Hay have developed a friendship, according to the article.)

That’s the Power of Thanks, the power of pausing for a moment in our own busy-ness to notice the great work and acts of kindness of others, praise them for it, and share that praise with others. These are the basic tenets of social recognition – notice, recognize, share – and the basis for fostering positivity in groups small and large.

Today, take a moment to “catch someone doing something good.” Who deserves praise in your circle?

Gallup: Why Only 15% of Germany’s Workers Are Engaged

by Derek Irvine

Robot shaking hands with a humanRecognize This! – 85% of Germany’s workers are not engaged or actively disengaged, costing the EU’s largest economy €275 billion each year.

I often write about Maslow’s hierarchy of needs and how being recognized is critical to our sense of fulfillment, hence, our productivity at work. In cultures across the globe, this need for recognition unites us as humans. We may not recognize others in the same way, but the need for thanks is there nonetheless.

This month, Gallup released findings that 85% of German employees are disengaged at work—and it’s costing the country €275 billion a year in lost productivity. That’s almost double the amount two years ago. Why is this happening? What makes German employees and their workplaces so different?

Engagement is primarily driven by managers. The Bundesministerium für Arbeit und Soziales, Germany’s federal ministry of labor and social affairs, acknowledges that people management and management culture is not one of the country’s strengths.

MBA programs in Germany focus on training for financial and process management, with little or no attention to people management. That value is reinforced in the workplace.

Employees are promoted based on technical skill performance rather than people management talent.  Gallup asked German managers why they believed they were hired for their current role. 51% cited their expertise and tenure in the company or field. 47% believed their managerial status was due to their success in a previous non-managerial role. Just because an employee has strong technical skills does not mean they have the ability, training, or supportive environment to become effective managers that can contribute to employee willingness to engage.

Germany’s federal ministry of labor and social affairs recognizes the need for a cultural shift in the workplace. What could some of these solutions look like?

  1. Provide training and mentoring for managers: Create mentoring opportunities for managers with their leaders on factors proven to help increase employee engagement – recognition, trust, pride, and camaraderie. Measure, set targets, and hold managers accountable for their engagement.
  2. Make employees feel safe in expressing opinions and ideas: Foster trust by welcoming, listening, acting on employee feedback. Reward people for voicing innovative ideas. Encourage discussion between employees and regular one-on-one meetings between managers and their reports.
  3. Select managers based on leadership skills rather than subject-matter expertise: Identify and promote employees for leadership based on talent for engagement. Reassign managers who fail to understand the importance of facilitating engagement.
  4. Break down silos and hierarchical structures common in the German workplace: Recognize and reward cross-departmental collaboration. Set up communication channels that foster partnerships.

Regardless of the country we live in, our cultures have areas of strengths and weaknesses. What are the strengths and weaknesses of the common work cultures in your country? What kind of culture do you have in your workplace?

3 Characteristics of Superstar B-Players

by Lynette Silva

Brock Holt All-Star JerseyRecognize This! – Not everyone can be on the starting team, but the A-players wouldn’t achieve great success without a roster of strong B-players behind them.

I’m a Red Sox fan. I came by my fandom honestly – I married a diehard Red Sox fan in 2004, and so started watching Sox games in self-defense. (But what a year to start learning the game!) Lately, however, there’s not much joy in Red Sox nation. It’s been a crushingly brutal year.

The one bright spot we have to look forward to is the All-Star Game. (And not only because it gives us a break from watching the near-nightly tragedy unfold.) This year, the only representative from the Red Sox is Brock Holt, a utility player. For the uninitiated, that means Holt isn’t a “starter.” He comes in to cover nearly any position on the field when a teammate is injured or otherwise unable to play. In the lexicon of the typical workplace, Holt is “B-player.”

And that’s why (aside from my fandom) I’m excited to see Holt named to the All-Star team. He earned his slot there. Because whatever position he’s assigned to cover, he performs at top caliber, stepping into the shoes of the superstars and carrying forward with aplomb, grace, and excellence. And keep in mind, Holt isn’t a B-player because he lacks the abilities of an A-player (he has those skills in spades), he simply doesn’t have the spotlight or attention of the more glamorous role of starters on a Major League Baseball team.

I like how the Boston Globe put it:

“The All-Star nod was … an individual honor that happened to come because Holt was doing his job.

“‘I don’t really ever think of anything individually,’ Holt said. ‘I just go out and I play hard for my teammates and my coaches and if people notice that I’m out there doing well, that’s icing on the cake. Like I said, I’m just going to go out and try to play the game the right way and enjoy every second if it because a lot of people don’t get the opportunity that I have to be able to put on a major-league uniform every day — especially a Boston Red Sox uniform. So it’s pretty special to say that’s what you do. But to be selected to this All-star game is pretty cool.’”

What we have in Brock Holt is a superstar “B-player.” I’m willing to bet your organization is chock full of superstar B-players, too. How do you spot them? Look for these 3 traits:

  1. They jump on any opportunity given – Give them a shot at an interesting project or a boring-but-necessary exercise and they’ll leap at the opportunity to contribute.
  2. They deliver results – Completing the task assigned well is the goal, and they do it with a good attitude.
  3. They are committed to the success of the team – Superstar B-players typically aren’t glory hounds. They usually look out for the greater good.

Our challenge as leaders is ensuring B-players get the recognition, praise and appreciation they so richly deserve. Too often, our official recognition efforts are limited to the A-players, forgetting that the A-players can only continue to meet very-high expectations with a solid roster of Superstar B-Players right behind them.

Who are the Superstar B-Players on your team? How are they recognized and celebrated for their contributions and successes?

3 Lessons on the Power of Thanks on Vacation

by Lynette Silva

Greetings from Cleveland OHRecognize This! – Appreciation and gratitude for others are powerful forces that are always at work, if we choose to notice them.

Last week I enjoyed my first “real” vacation in many years. Learning from the experts I’ve been studying in preparation for WorkHuman next month, I fully disconnected and focused on relaxing and refreshing my mind, body and spirit. It was wonderful!

However, I can’t just switch off my Power of Thanks gene. Once the Power of Thanks gets into how you process your interactions with the people around you every day, everywhere, it becomes second nature to notice great acts of appreciation and joy among others.

So, from my vacation, three object lessons on the power of appreciation I observed in others.

Phillies Baseball – “Jump Around”

My husband, Paul, is a huge baseball fan. We try to take in a baseball game wherever we happen to be on vacation. So, catching a Phillies game while in Philadelphia was a must. Between innings, snippets of popular, fan-energizing music would play. Halfway through the eighth inning, when energy began to flag, the classic “Jump Around” started to play. The usher, a gentleman in his 60s standing at the bottom of the aisle on the railing separating the fans from the field, began to dance and jump around. (I’d share the video, but I don’t have permission from the usher.) Clearly, he enjoys his work and engages with it more deeply than required. And clearly, the fans enjoy him! Technically, his role is to enforce the rules of the ballpark. And still the fans gave him a standing ovation for his dance skills.

The Lesson: When you love your work, it shows. And when it shows, people appreciate you and your efforts all the more.

Cleveland Museum of Art – “Teamwork”

On the recommendation of Brenda Pohlman, fellow blogger here on RecognizeThis!), Paul and I visited the truly outstanding art museum in Cleveland. (And no snide remarks about choosing Cleveland as a vacation destination – it’s a great city and we had a fabulous time!) The museum is huge and, despite spending five hours there, we still didn’t see it all. We needed a snack break halfway through our visit and so visited the museum café. While checking out, the cashier stopped in the middle of ringing up our items to call out to a coworker walking by, saying, “Hey, Todd! You’re the best person here to work with. You make the day more fun and the work easy.” To which Todd replied, “Teamwork makes the dream work! You let me know if you need anything!”

The Lesson: We all have capacity to make work better for those we work with every day. Our attitude and our approach is our own choice. Let’s choose to make work human.

Hotel Room TV – “The Profit”

Every vacation needs a little mindless TV watching in the hotel, right? Unwinding one night, we caught an episode of “The Profit” on CNBC. In this show, Marcus Lemonis invests in struggling businesses, giving both money and his time and expertise to turn it around. In this “Progress Report” episode (click here to watch, then skip ahead to 19:37), Marcus is visiting businesses he’s already invested in to see how they’re doing. One such business was Unique Salon & Spa in Long Island, NY. Though the spa is doing very well now, I was most touched by what Marcus had to say to spa owner Carolyn, telling her explicitly how impressed he is by her work ethic, commitment and dedication. Carolyn visibly tears up, moved by the appreciation that, as the owner and boss, she likely doesn’t often hear.

The Lesson: We never get promoted to a level where we no longer need to hear “thank you.” Even “the boss” needs to hear “I notice and appreciate what you do.”

Where do you see the power of thanks happening around you? How can you contribute to a greater experience of appreciation for others?

Why We Must Bring More Romance to Work

by Lynette Silva

Book Cover ImageRecognize This! – Romance at work is about focusing not on the end goal, but the experience in getting there (and the people we get there with).

Today, I’m continuing my series of book reviews in preparation for the WorkHuman panel with the authors on “Unexpected Innovations: Changing How We Think about a Human Workplace.” (Be sure to register and use blog code DIBLOG100 for a $100 discount.)

It is possible to be both a romantic and a solid businessperson. In his book The Business Romantic: Give Everything, Quantify Nothing, and Create Something Greater Than Yourself, Tim Leberecht writes about business romance, but not the kind you might expect.

In my review of his book, I’d like to start at the end – the Acknowledgements. I admit to rarely reading book acknowledgements – at least before I started working at Globoforce. Now, I love them. They tend to serve as a perfect mirror of what “good recognition” looks like. Tim’s acknowledgements, however, gave me one of the greatest insights in his entire book:

“So here are my closing credits, the moment I’ve been waiting for. As I was writing them, it occurred to me that it might serve us well – as workers, consumers, and citizens – to begin each project, each tenure, each life endeavor with a draft of acknowledgements, pondering the question ‘Whom, in the end, would you like to thank and why?’ rather than ‘What would you like to have accomplished?’ This will hone our humility, our ability to estimate our own position in the world more realistically.”

This resonated so strongly with me because, in the end, we’ve accomplished very little alone. There’s always someone (or many someones) who helped us along the way, lending help, wisdom, heavy lifting or even just a heartfelt cheer. And that’s the first element of adding some romance to a more WorkHuman workplace – always be thinking first about the people around you.

Why does finding ways to be more romantic in our attitudes toward work matter? Because in many ways, we’re moving away from the consideration of what it means to be human in many aspects of our lives. Tim points out: “What was once the heart and soul of our education [liberal arts core curriculum], the foundation of our most basic notions regarding our humanity, has now become a field of study pursued only by dreamers and rebels.”

Because a workplace is nothing more or less than a group of humans collaborating together towards an end goal, we must put humanity back at the center of our work. Doing so is the essence of romance – seeking not the end, but the experience getting there. The people we get to share experiences with along the way, they help to define the meaning we find in our work and ultimately our lives. Tim uses a phrase I love – “modest moments of intimacy” – or creating ways for people to feel close and connected. What does this mean at work? In Tim’s words, “A good work experience is less about bland company values and manifestos and more about small moments of intimacy, humor, and pleasure.”

And this doesn’t have to be hard. We certainly can’t change other people, but we can change ourselves. So keep in mind the power and impact giving has on you. Referencing research, Tim says, “We constantly underestimate the importance of small moments of attachment… Those who engaged in casual social interactions reported overall more positive emotions.” That’s partly why Tim also encourages: “Force people to look up and interact. Bring departments together for no other reason than to discover each other.”

We find recognition to be a powerful way to do this, by making everyone responsible for looking up from their work to notice the good work and contributions of others, then recognize them for it. Tim references the research of Adam Grant (also a WorkHuman speaker) and his book Give and Take: “Companies should have a strong interest in fostering giving behavior as it enhances key aspects of their performance, including effective collaboration, innovation, service excellence, and quality assurance.”

How do we most typically measure employees today? Through the performance review, which is another reason giving everyone responsibility for recognition of the good work of others is important. Tim illustrates:

“We all wear masks at the workplace, too. We perform by completing tasks and accomplishing goals set mostly by others. But we also enact our own narrative by choreographing our interactions and playing different social roles. These types of performance have become ever more essential to our ‘performance review.’ The knowledge economy has automated many of our quantifiable, concrete tasks and left us with only the fuzzy space or subjective tasks: shaping perceptions; building and cultivating relationships; managing our reputation; curating and sharing tacit knowledge; earning respect, popularity, authority, and influence… If one were to grossly exaggerate, one could say we are no longer what we make or do – we are who others think we are.”

That certainly gave me pause to consider what others think I am. Am I bringing humanity to work? Are you?

Earlier posts in this series:

5 Reasons Surprise Matters (and how to embrace it)

Trends in Work Environments: Finding the Balance to WorkHuman

by Traci Pesch

Balanced rocksRecognize This! –Benefits for some can be perceived as detractors by others. Finding the balance to serve all is key.

As part of my work, I get involved with many different customers across a wide variety of industries, located around the world. When I step back from a particular customer’s situation and look across the spectrum of customers and how they think about the work environment and how people work best together, patters emerge.

1) Physical Space – There’s definitely a difference in how “cool, trendy” companies treat physical office space vs more traditional organization. However, across the board, I’m seeing a lot of detailed attention being paid to how employees get work done within a physical space. Open offices are the trendy approach, but even in these spaces, I see many little tweaks and configurations to give a semblance of “personal space” and even privacy. So, who benefits from an open office structure? Company leaders claim the primary benefit is in increased collaboration, innovation, productivity, etc., but research is showing the opposite. Too much noise and distraction in open offices can actually lower productivity depending on the collaboration scenario. But for some teams and work structures, the ability to easily and quickly collaborate with colleagues is a distinct benefit.

Find the Balance – Structure work environments that give employees ample opportunity to spontaneously collaborate as well as work heads-down in a physical space ideal for concentration. This requires acknowledging different people and teams work best differently and allowing for space ideal for everyone.

2) Perks – Free food (breakfast, lunch and dinner) and nap rooms. On-site dry cleaning, laundry services and car washes. On-site doctors and dentists. These and many more perks are truly a benefit for employees. But everyone also knows companies often offer these services as a way to eliminate these distractions so employees can work longer and more intense hours. That’s not a bad thing, necessarily, but it all lies in how these benefits are perceived by both the employer and the employee. If there is a dentist on-site, will I be frowned upon for leaving work early to go a dental appointment with a doctor I prefer?

Find the Balance – Invest in perks that ease tiresome burdens for employees and allow them to focus on what matters most to them, but be sure employees are fully comfortable with the option to take advantage of the available perks or not.

3) Recognition – In my nearly 15 years in the industry, I’m seeing a much more rapid adoption of employee social recognition as a driving factor of both individual fulfillment and team and organization success. But as more and more people gain a deeper understanding of the Power of Thanks, I’m also seeing less and less valuable, meaningful and personal recognition experiences. It’s easy to jump on a “Hey, thanks!” bandwagon, but much more important to put the extra effort into crafting a true culture of recognition in which deep, detailed appreciation between peers and leaders alike. (There’s an art and science to this discussed in much greater detail in the book linked above.)

Find the Balance – Recognition, when given specifically and personally, strikes a deep chord and feeds an important human need. Yet how individuals give, receive and process recognition is very different. Be sure to think about the person receiving recognition as much as the person giving it.

The common theme here? Everyone is different. Humans are complex beings. Understanding how we can best work together is an equally complex, but deeply important undertaking. That’s why I’m looking forward to WorkHuman 2015 (June 8-10 in Orlando). I’ve just scratched the surface of the many ways in which we need to think better, harder and deeper about how we WorkHuman together. I hope you’ll join me there. (Register here and enter code DIBLOG100 for a $100 discount).

What do you find to be the most important aspects of a human work environment?

Compensation Cafe: Fair Pay, Differentiated Rewards

by Derek Irvine

Unbalanced beamRecognize This! — Differentiating recognition and rewards for top performers is critical while still allowing for all to participate in the opportunity to be recognized for work well done.

I intentionally stirred the compensation and recognition pot in my last post on Compensation Cafe. With a title like “An Argument for Unfair Pay,” I’m sure you can imagine the post received several insightful and detailed comments.

So, in my post yesterday on the Cafe, I took advantage of the very smart readers and fellow bloggers to showcase some of those comments and learnings. Click over for the details, but here’s a taste of thoughts around the appropriate balance between paying and recognizing people fairly while allowing for the differentiation necessary for the top performers:

  • Jacque Vilet: “Let them have access to high level management to discuss progress and to get help in removing any organizational barriers that are keeping them from solving the problem.”
  • Jim Brennan: The Pareto Principle still applies.
  • E. K. Torkornoo: “Keep them away from terrible managers, narcissistic leaders and distracting politics (to the extent possible); assign them to teams with others they respect, listen carefully and respond to them.
  • Ted Weinberger: I refer you to an article in Personnel Psychology 2012 on “The Best and the Rest: Revisting the Norm of Normality of Individual Differences” by O’Boyle and Aguinis for an academic discussion of this subject.”
  • Tony Bermann-Porter: The notion that you can provide meaningful performance differentiation with a 2-3% budget is fanciful.”

How do you differentiate for top performers?