As we wind down 2012, I find myself in a reflective mood and wondering what your favorite posts were for the year. So below, I offer you the Top 10 most read posts of 2012.
We all need and crave feedback. Yet, many organizations have let themselves become hostages to the annual performance review as the primary means of feedback – one source of feedback (the manager) given at one point in time. That’s simply not enough.
In the usual frustrations that come from working with other human beings, sometimes it’s easy to miss these signs that we really do love what do every day.
What are the characteristics of a better boss? While there are many, these three seem to rise to the top continually: Presence, Praise and Promise.
Based on the latest Towers Watson Global Workforce study, these lessons on sustainable employee engagement rise to the top. Engagement is not satisfaction or happiness at work. Sustained engagement requires you change the game. Energy matters – and so does attitude.
ROI usually takes the form of reduced employee turnover, increased productivity from improved employee engagement, and overall improved performance. Check out this infographic summarizing a good deal of the research on the ROI of recognition.
Let’s get one thing clear – we do not want satisfied employees. “Satisfied” implies sated, content. Do we want employees to be content with the current state? No. We want employees to always be pushing the boundaries and striving for the next level. That’s why I get annoyed when people use the words “satisfied” and “engaged” interchangeably when talking about employees.
Most companies today have defined set of core values – behaviors and ideals the executive team has invested a good deal of time and effort in defining as the “how” of employee efforts as they work to complete the “what” (results/deliverables). There is a very great difference, however, in having values, knowing the values and actually living the values in your daily work.
How many kinds of company cultures are there? One could argue the number of culture types is infinite. I don’t. I think there are only two. If you have a culture of recognition, you must be willing to protect it by identifying “enemies” that slip inside your four walls and removing them.
Thanks to a recent survey from Deloitte, we know that “94% of executives and 88% of employees believe a distinct workplace culture is important to business success.” And yet, “Only 19% of executives and 15% of employees believe strongly that their culture is widely upheld within their own organizations.” Therein lies the rub. If we all agree that culture is critical success, how is it that we cannot seem to figure out how to live out that culture?
We cannot separate ourselves from our work, so we must find ways to integrate them in healthy ways. Engagement, trust and knowing your opinions matter – these are fundamental to believing that what you do at work every day has greater meaning and purpose.
About Derek Irvine
The VP of Client Strategy and Consulting at Globoforce, Derek Irvine is one of the world’s foremost experts on employee recognition and engagement, helping business leaders set a higher vision and ambition for their organizations. As a renowned speaker and co-author of "The Power of Thanks" and "Winning with a Culture of Recognition," he teaches companies how to use recognition to proactively manage company culture. Derek holds a B.Comm and Masters of Business Studies from the Smurfit Graduate Business School at University College Dublin.