Thank Different. Employee engagement is a key element to any successful business. In today’s knowledge economy, your most valuable assets are your people. All organizations need to have a strategy to engage & align their team to achieve their business goals. In a highly competitive world - the ability to retain, attract & engage your staff can be the difference between success & failure. Kudos is a corporate social network with a peer-to-peer recognition system designed to engage your teams with enhanced communication, collaboration, appreciation & recognition.
An article recently posted in Forbes declared in its title “Employees Who Stay in Companies More than Two Years Get Paid 50% Less.” This statement created an overnight social media frenzy, not only generating more than a million views of the article, but also instigating a comment frenzy by readers [...]
Cool concept and so often overlooked. opportunity and alignment are key to engagement. Money is not the core driver. Opportunity and recognition rank higher once a persons basic financial needs are met.
In fact, people will stay for less if they truly believe in what the company stands for and is doing especially if they also feel valued and empowered to make a difference.
Leadership is learned behavior that becomes unconscious and automatic over time. For example, leaders can make several important decisions about an issue in the time it takes others to understand the question. Many people wonder how leaders know how to make the best decisions, often under immense pressure. The process of making these decisions comes from an accumulation of experiences and encounters with a multitude of difference circumstances, personality types and unforeseen failures. More so, the decision making process is an acute understanding of being familiar with the cause and effect of behavioral and circumstantial patterns; knowing the intelligence and interconnection points of the variables involved in these patterns allows a leader to confidently make decisions and project the probability of their desired outcomes. The most successful leaders are instinctual decision makers. Having done it so many times throughout their careers, they become immune to the pressure associated with decision making and extremely intuitive about the process of making the most strategic and best decisions. This is why most senior executives will tell you they depend strongly upon their “gut-feel” when making difficult decisions at a moment’s notice. If you are looking to advance your career into a leadership capacity and / or already assume leadership responsibilities – here are 15 things you must do automatically, every day, to be a successful leader in the workplace.
Some really good thoughts here. Practice, routine and repetition makes perfect. Well give you a chance to be successful. No one is perfect.
Talent Management magazine, The Business of Talent Management
The world is moving to a new way to address HCM. Social recognition, Health and Wellness, Casual learning are all leading the way.
The most important element to engagement is still and will always be closely tied to recognition and feeling valued by your manager and peers. It is simple human nature. We are social animals and need to feel connected to people we work with and inspired by those that lead us. If you have that, you have the essential elements for engagement.
Measuring how engaged people are and how that translates to discretionary effort or even just how to measure engagement is still a challenge.
There is no magic measure to know if everyone is engaged or formula to engage everyone. People are complex and work environments are dynamic. But in the end it is just common sense to treat your people fairly, with respect and to give them recognition when they do well and help the company.
Over communicate your vision, goals and successes and recognize people often for their contributions on that journey.
Totally Agree. Formal reviews are a huge waste of time but you do need to have handle on performance and coaching which should be happening every week if not every day. As for reviews and general performance you know if they are a keep or not. Set expectations, give them some training and guidance and then let them go. They will sink or swim.
We refer to the one on ones that we have with our team members as personal development planning and it is just conversation on how things are going, what the team member is liking or not liking about their role and some coaching to guide them and help them develop personally and professionally.
If some one is not doing well, is in above their head, not the right skills set for the role or just not a cultural fit, we try to identify that in their first 3 months and move them off the bus. It is best for he company, the other team members and best for the individual.
It is simplistic but that is why is works.You end up with team that knows you care about them and with a team is in alignment with the companies core values.
That said it is still pretty hard even when you try to get it this simple.
Los Angeles, CA (PRWEB) May 12, 2014 180Fusion, a leading SEO Company, has partnered with Kudos Inc, to deliver a world class social recognition program as the company continues to be one of the fastest growing digital marketing companies. With research firms like Gallup citing employee disengagement among U.S. workers at 70%, 180Fusion made a proactive decision to elevate an already strong culture with a social recognition program. With award winning solutions in SEM, SEO and social marketing, 180Fusion wanted to partner with a like-minded innovator, and found an ideal match with Kudos Inc. 180Fusion launched the Kudos peer-to-peer social recognition system company-wide, and the improvements in team cohesion are striking. 180Fusion employees have a platform to better communicate and connect by becoming the online hub where people in offices across the country recognize success, post a thank you or share what happened cross departments, and learn about common interests , hobbies, and backgrounds of their peers and management.
We are often so busy working and helping our clients we forget to toot our own horn. More good news on Kudos "Changing the World One Thank You at a Time" and helping companies engage their teams. Woohoo.
HR plays a key role in raising levels of engagement among employees—but it's not the role that most companies assign.
HR can manage recognition and reward programs and engage their own department but if you want to be successful with a company wide culture initiative for building employee engagement, you need C level buy in to get the trickle down effect with all managers.
The CEO should be the Chief Engagement Office and executives and managers should be their disciples spreading the vision and reinforcing the mission. And CEO's you need to constantly reinforce your message to excite your ambassadors.
So, if you want to change things - you first need to address two truths - People quite their managers, not the company (most the time) and the #1 thing most people want is to be appreciated. So, if you want to stop people from quitting their managers (most quite and stay by the way = disengaged = poor performance), a good place to start is to have managers show a little appreciation to their team.
The only problem is some managers are horrible managers, to focused on the wrong things (aka short term goals) or worse, just horrible people undermining your efforts.
You may have heard about the "Peter Principle" which stats that every employee will rise or get promoted to his or her level of incompetence. A lot of managers fit this principle.
The peter principle is not the main issue for disengaged employees. You may have good people in the managers roles but I think it is lack of time. Most managers are not just managers, they also have other full time responsibilities and sometimes managing people goes to the lowest of their priorities when they are just trying to get stuff done . But that still leaves most companies with an engagement problem.
So what is the answer - make recognition easy, and let everyone be part of the solution. The crowd is wise and it takes a village to raise a culture. Ok, I made that last part up but it is kind of true.
That is a great place to start. Put in a simple program and system that allows people to quickly and easily recognize one another for the great things they do. That says to everyone the company cares about their team and culture. With system everyone and hopefully managers will then find the time to recognize their people and reinforce values and behaviours that make your company great.
Recognition and appreciation is like a smile - it is contagious.
In the end SaaS is a better deal for a variety of reasons with flexibility and lower internal support costs being the two most significant not to mention your hosted software will be out of date in 2 to 5 years. SaaS never requires updates, SaaS requires far fewer internal resources to maintain and you can ramp up or down as you beed too. Sweet.
So embrace SaaS and save. And Thank us for keeping our SaaS price so reasonable so you can Thank others.
2014 Trends in Engagement, Rewards, and Recognition
1 Results Matter: Engagement Sponsors Search For More Tangible Outcomes 2 Poaching: The Battle For Talent Takes On A New Dimension 3 Leadership Squeeze: A Shrinking Pipeline Of Candidates Concerns Executives 4 Digital Revolution: The Battle For Talent Takes On A New Dimension 5 Big Data: Significantly Greater Expectations For Program Planners 6 Quality Over Quantity: The Key For Incentive Travel In 2014 7 The Total Travel Experience: Top Trend 8 The Economy And New Technologies Benefit Merchandise/Gift Card Programs 9 The Role of Procurement Is Morphing 10 Selling Sales Incentives Has Become More Complex
Why do people feel so miserable and disengaged at work? Because today's businesses are increasingly and dizzyingly complex -- and traditional pillars of management are obsolete, says Yves Morieux. So, he says, it falls to individual employees to navigate the rabbit's warren of interdependencies.
It seems to be human nature and the desire of MBA's to want to complicate things by trying to measure everything with the false illusion we can then improve and tweak things to make a thousand process improvements that matter. In the end, we often measure things that do not really matter in the big picture. Think of all the layers of middle management that get added to manage, measure and track things that do not matter.
Measuring some things is essential. Sales, Profits, Engagement. Those are the only measures that matter at the end of the day. And processes are are also essential but like the old saying - everything in moderation.
I liked the key message that Cooperation is secret to success. We build walls with too many processes. We need to keep people close to one another and aware of their interdependency and effect on one another so they think about how their actions and output effect other peoples outcomes and output.
If you connect people to solve problems through cooperation, you will get innovation and the the results you are looking for. Instead of trying to make everything easier by adding processes and layers, it better to make things harder by forcing people to cooperative verses work around one another with only their goals and objective in mind.
I see this in the struggle between design. programming and admin (Sales, Customer Service) all the time in the agencies and companies I have been part of.
- Programming wants things to be efficient and streamlined based on their sensibilities.
- Design wants to create exceptional user experiences and artful design based on their sensibilities.
- Admins wants things to be simple and effective based on their sensibilities.
People always want things done their way based on their sensibilities and that can lead to low cooperation.
I will often hear when I ask for something - "that is not possible". Then then next questions I ask is "do you mean impossible or difficult" and the answer is always difficult. Then their is a discussion, some cooperation and often a compromise. The outcome is a better product, better service and 9 times out of 10 difficult was not so difficult after all.
If you keep everyone close to the product, customer and one anther they will cooperate and compromise and that keeps things more simple.
The only problem with simple is... it is hard to keep things simple. Back to human nature an MBA's.
In the spirit of keeping things simple, every employee manual in the world only needs these three words.
What makes a great leader? Is it the capacity to inspire loyalty, the ability to articulate a vision, emotional intelligence, or persuasiveness? Does a company need a leader whose values are culture-based, or one whose values are aligned with the needs of shareholders and the marketplace? Maybe it depends, which is [...]
Researchers say the most important variable is your expectations.
Happiness “doesn’t depend on how things are going,” says lead study author Robb Rutledge of University College London. “It depends on whether things are going better or worse than you had expected they would.”
It does depend on your outlook. We all know people that are never happy. They expect to fail or have something go wrong and inevitably it does. They create their own success and happiness.
If you expectation is that you will have a great day or will be happy and you do not let the little things that do not go perfect bother you - you will be happy.
If you are unhappy because you are envious of others or think the world is unfair. That is a choice to be unhappy.
Weber Shandwick, in partnership with KRC Research, released Employees Rising: Seizing the Opportunity in Employee Activism. This survey of 2,300 employees worldwide reveals a rising social movement ignited by the digital and social media era: employee activism. Employee activists are more than just engaged employees. They make their engagement visible, defend their employers from criticism and act as advocates, both online and off. In an era marked by unrest in the workforce, employers have a pressing opportunity to capitalize on their powerful supporters and work on curtailing detractors who have the potential to upend company reputations.
Take a look at what the TalentCulture Community has to say about the other side of employee engagement... the employer perspective.
Very interesting perspective. Engagement is a two way street and you have to create an environment where people can be engaged. No one goes into a job to under perform but if there is poor leadership and practices that create an us and them mentality with only top down decision making, you will end up with a disengaged team.
So be open to and ask for ideas, listen to your team and then do what a manger is suppose to do - make good decisions that advance your goals and empowers your team. If they feel heard, valued and respected they will be more engaged. That is someone a team will follow and respect in return.
Facing tough competition? Supersmart people know how to gain advantage. Here are their secrets.
This is a great article. As a startup it rings true for me on many points. Not sure you need to be supersmart to live by these rules and be successful.
The recipe does have these ingredients though - work smart, make good decisions on the best information we have, be decisive but make adjustments when necessary and most importantly innovate, move fast and stay true to the vision - always remember the core reason why we started the company.
When you have victories everyday which validate your ideas - every new cool feature, every new milestone hit and every new client that becomes a fan - It lets you know you are on the right track.
That way of thinking and acting is why so many startups that operate on a shoe string can out innovate and out hustle the well funded larger organizations. The movie / book Moneyball is a great sports metaphor that encapsulates a lot of what it is like to think and work like a start up. They did not win the world series, but they changed the game and proved they were one of the best, which has its rewards too.
When a startup executes and gets the attention of their bigger competitors and more importantly the market, the old start up saying holds true - "If you can't beat' em, buy' em" - and so it goes.
Human resources expert Chester Elton explains exactly how to create the company culture you want.
Good little video on what is important to get the team engaged. Telling stories and celebrating the things that make your company who it is is a great point. Having a corporate social network where your culture can thrive and stories can be shared is key. Layer on a quick and easy way to recognize people and you have a great foundation to build the culture you want.
If managers want to create a workplace environment where people thrive, tap into the benefits of praise.
It seems common sense but common sense is not that common. the proof is compelling that something as simple as a thank you can make a big difference.
"The factor that made the greatest difference between the most successful and least successful teams was the ratio of positive comments to negative ones. Top-performing teams gave each other more than five positive comments for every criticism, while the lowest-performing teams gave each other three negative comments for every positive one."
So get with the program and start giving kudos and watch your team go. Thanks.
A startup called SocialRank has a new idea about how brands can find and reward the social media users who are most important to them.
This is very interesting. We also believe that people should have a way to manage their careers and reputation. The old way, up to now, has been all about the employer holding the strings to your reviews and reputation.
We see it as a win win if they employee can receive social recognition at work that can be promoted into their other social media - LinkedIn, Google +, Twitter, etc...
Then the employees recognition and reputation can help benefit the employer by signalling the company is a great place to work and the employe gets to promote their individual contributions and skills.
This is still a bit of an uphill battle for some firms who do not want anyone to know their people are great.
What is interesting is if you do promote a great culture, treat you people well, engage and recognize your team - they will be inclined to not just stay but to evangelize your company as a great place to work.
Beats hiding them from the world and hoping they will stay.
Culture eats strategy for breakfast, technology for lunch, and products for dinner, and soon thereafter everything else too.Why? Because company culture, a concept pioneered by Edgar Schein, is the operationalizing of an organization’s values. Culture guides employee decisions about both technical business decisions and how they interact with others. Good culture creates an internal coherence in actions taken by a very diverse group of employees.
This is a great article, it gets to the heart of the matter of the what , how and why we are developing Kudos.
“Culture eats strategy for breakfast, technology for lunch, and product for dinner" - this quote describes how a great culture holds a team together and guides them.
It is easy to have a engagement success when everything is going right. It also can make a company lazy, wasteful and forget what made them successful in the first place.
What separates the good from the great companies is how everyone reacts when the going gets tough, the unexpected happens or great challenges are ahead.
If you focus on your culture, define your mission, vision and values and live it everyday - the company with a good culture will persevere and overcome challenges because their people want to be there, want to succeed, and care.
So in the end you create engagement by focusing on your culture and you have a better chance of being successful if you have highly engaged team members.
Kudos purpose is to help companies create the culture they want by adding a healthy does of appreciation with enhanced communication.
You market to your clients and try to get them to believe in your product - market to your team and try to get them, to believe in your company.