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.
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.
If you want to lead a team toward a goal, you need to make sure they know how their daily work connects to the overall objectives. Here's how to make that happen, with one meeting every week.
Some great advice. Simple rules to follow. I would print this out and hang it on your wall and bring it out before every group meeting to refresh what you need to cover.
That brings up another key point - when was the last time you had a team meeting. We all think we have meetings all the time but the truth is we do not have as many as we think we do or should.
Weekly, Bi-weekly, Monthly - what is the right frequency? Weekly is a good place to start but maybe you switch up the main purpose of the team meetings and make them mandatory.
We do monthly Team Talks - that allows everyone to communicate what is happening in their group / department and ask questions. Item #8 - Check.
We also do Lunch and Learns - that allows one person or a group /department to show off what they are thinking about or working on. Goo way to get the innovation ideas flowing - One more for #8 - double check.
Totally agree with doing a great job with on boarding - make a persons first day a great day. This is is a whole blog post on it's own. I also like sending good people off with some fanfare and a thank you. They are ambassadors for your company thank you, good luck and farewell event to highlighting in a bigger meeting is a very good idea. #9 - Check, check.
The rest of the items - are leadership touch points to that should be communicated as often as possible - such as the events listed above. In fact, we believe that these communication should be free flowing and a product like Kudos is designed to help companies do that with a big dose of #7. Show your appreciation often and say thanks to people every week.
I call it leading out loud and doing it in structured ways will make people feel more connected to the company and one another. Transparency and honesty is a good thing - Your team can handle the truth so keep them in the loop :)
If you ever wondered what those companies you admire so much do - that is pretty well it.
These infographics are great but do they convince you to invest in Employee engagement initiatives?
I am often asked what is the ROI on employee engagement or How do I measure if it works?
It is a difficult to measure with a direct cause and effect calculation that can be attributed to enhancing communication, recognition and feedback for your team. But we all know intuitively it is the right thing to do and that it is hard.
All the antidotal evidence says it is very important to success on a variety of levels.
The simplest thing you can do is benchmark where you are today and then implement and support an employee engagement program and then measure it again in 90 days and 180 days and then annually if not semi annually.
1.) Does your team feel more connected to the company, their direct boss and one another?
2.) Does your team understand the companies goals and objectives?
3.) Does your team feel appreciated?
4.) Does the team feel the company has a bright future?
5.) Does the individual feel they have a bright future with the company?
If the engagement initiative results is an improvement in any all all of theses simple measures - you know you have a more committed team. Now whether or not that effects the bottom line will take time and continued commitment to work on the things that create engagement. Simple measures like voluntary turnover, cost of recruitment are simple to measure year over year with any statical accuracy and are the closet things you can assume to have a correlation to an engagement initiative.
The real questions you need to ask yourself first are these questions.
1.) Do you think your team is engaged?
2.) What are you doing now to engage your team?
3.) How is that working for you?
4.) If you could get a majority of your team care a bit more about their job and the company and invest a bit more discretionary effort - do you think that would help your business?
They key to success is a commitment to changing your culture from being absent to being present. If leadership communicates and shows they care about success and their people, the team will follow. And that can only mean good things for your business.
The alternative is to continue the floggings until moral improves.
According to a recent study by CareerBuilder, 1 out of every 5 workers is planning to leave their job in 2014. That’s a lot of disengaged employees. After digging into the data, you find …
The problem persists. Is this the new normal or can the tide be turned. The best companies seem to have success because they address many of the items that dis-engage others.
So why do so many organizations do so little to engage their team? Cost, Time, Apathy, Not sure what to do?
The real answer is many bosses treat their team like indentured labour, privileged to have a job and the opportunity to work for the company. Bad bosses are immortalized in shows, movies and cartoons. The really bad bosses laugh right along with the rest of us not even realizing they are watching a cliche of the environment they create. And they wonder why doesn't our company (or department) do better, why do all these ungrateful people leave or worse my employees are worthless whiners. Sound familiar?
So the big question is - if what you are doing is not working for you - why do you keep doing the same things expecting your team and company to improve.
Look to the best for answers, change things up, invest in your team and give them credit where credit is due. If you care about them - they will start to care about you. I admit is is not easy but doing nothing is the road to no where.
With the consistent flow of research demonstrating the connection between an engaged workforce and revenue growth, improved employee retention, and customer loyalty, organizations have realized that they must deploy a more strategic approach to internal branding and employee engagement, or face the realities of lost market share. However, optimizing a global internal brand platform is proving to be challenging. Developing a consistent internal brand message that can be disseminated across multiple platforms and diverse internal audiences requires advanced communication and training methodologies, and an internal culture that is well-aligned with organizational values and goals.
We are alwsy tyring to fqForget money or touchy-feely stuff. These three clear questions will change the way staff approaches work.
This is very true. I really like the questions to determine if someone is engaged. We are always looking for the best way to benchmark engagement and to measure it on an ongoing basis.
What do you think are the best questions to ask that can determine a persons engagement?
What do you think are the best types of questions to measure engagement on different levels.
Connection to leadership
Connection to a manager
Connection to the team
Connection to your job
Connection to your future
You can high and low engagement depending on the question and all of these areas should be benchmarked and measured continuously so you can see where you are engaging you team and where you are loosing them.
And remember - you set the course and vision and define their role and your expectations. Then it it up to them to execute, set goals and contribute and only then will they find purpose and engagement. It takes two to tango.
Lots of good thoughts here. Coming up with a compelling vision, values and goals that people remember and actually get excited about is tough. Most companies and leader struggle with it. The best things you can do is keep them front and center. Signage to making it a standard meeting topic.
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.
Guest post by Carrie Wynne According to Sylvia Ann Hewlett’s research, published in the Harvard Business Review, Google does a pretty fantastic job in show
Good overview on the ongoing discussion about Gen Y and Gen X yada yada yada. There is truth in that every generation thinks the new generation is ... well.... not as good or focused or as determined as them generation.
There are good points here and we need to be aware of the differences. But the one thing remains the same - if you create a compelling vision, provide opportunity, a little appreciation and some tough love - wake up and smell the coffee advice - they will respond in a positive way and find their path forward.
If they do not want to be on the bus - a good life lesson is to move them off the bus so they can find what makes them happy and realize you get out of life what you put into life, work hard, don't burn bridges, do what you love to do, and work with nice people.
Duds and rock stars are easy to spot. Here's an assessment system to help ensure that you don't hire the candidate who's almost good enough.
I like rule #2 - constantly recognized by their peers. Sounds like Kudos could advance your career. That is one of the major benefits of kudos. You get to collect all the accolades to show people you are worthy and a good person and worker.
From escaped zebras to must-see TV, employers share some of the most unique excuses they've heard from tardy employees in a new CareerBuilder study. The study also finds that nearly one quarter (23 percent) of employees admit to being tardy at least once a month on average, with 15 percent admitting to arriving late at least once a week.
I think I have heard a few of these too. What are the most crazy ones you ever heard.
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Creating engaging newsletters with your curated content is really easy.