Learn how to vastly improve the current performance review system through crowdsourcing. Better data, better results and more thorough reviews happen when done consistently, and with feedback from all employees.
The document summarizes key findings from a SHRM/Globoforce survey on employee recognition. The survey found that employee engagement is the top HR concern for organizations. Recognition programs that are tied to an organization's values saw increases in engagement. Positive feedback was found to have a much greater impact on improving performance than negative feedback. However, fewer employees are satisfied with the level of recognition they receive. Incorporating crowdsourced feedback into performance reviews and using both praise and prizes in recognition programs can make recognition more effective.
The traditional annual performance review is frozen in time. Employees dread it, and employers feel the same way. Its problems are structural and serious. Can it be saved?
There is hope! Crowdsourcing is a terrific way to revitalize the stale performance review and make it relevant to your talent management and culture. In this webinar, Jennifer Sartor and Darcy Jacobsen from Globoforce will discuss how to debunk the myths surrounding the traditional review, and build a smarter performance management system that:
Uses social recognition to inject new life into the troubled traditional performance review.
Offers managers new insight into performance, based on crowdsourced data.
Provides a vision for 2020 that realigns performance management with top-level business objectives.
Join us as we explore this fascinating topic.
The document discusses how human capital metrics need to evolve to reflect changes in the modern workforce. It provides examples of how two existing metrics - quality of hire and ready now candidates - could incorporate collaboration skills. It also examines how employee engagement index and employee net promoter score could evolve to include social engagement and employees' ongoing digital dialogue. Taking these new skills into account may impact how organizations view and manage their talent pools.
The document discusses the evolution of employee engagement and its importance to company success. It finds that engaged employees lead to higher profits, customer ratings, and fewer safety incidents. However, many employers lack clear engagement policies and employees want more opportunities to contribute through volunteering and social responsibility initiatives. The top drivers of engagement are meaningful work, great managers who recognize employees, and transparency. The document recommends that employers align work with mission, communicate openly, involve employees in positive impact programs, and utilize technology to integrate these practices.
You'll find valuable information about how to conduct successful employee surveys and best practices for implementing changes. This presentation is for leaders in small to mid-sized businesses, HR executives, COOs, and anyone who's interested in conducting employee surveys.
High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...Snag
Performance management in the service industry is no easy task. You’ve got a lot of locations and higher-than-average turnover. Keeping frontline employees engaged, while developing your best ones for future management positions is not only a top concern for most companies, but also crucial to overall business success.
Check out our ‘High-Impact Performance Management’ webinar presentation, featuring our performance management expert, Dr. Chris Wright, and Flash Foods’ Training Manager, Michelle Davis, to receive 1 credit hour toward HRCI recertification and:
– Discover the 4 secrets to develop your top performers and build your leadership bench
– Hear how Flash Foods is increasing evaluation efficiency by 75% and saving 750 hours/year
– Uncover the 6 mistakes so many companies are making in the performance management process … and how to correct them
– Understand how increasing feedback can also increase employee engagement, retention and customer service
The Gen-Yers Guide to Surviving Your Performance ReviewMeetMorgan
This document provides 24 tips to help Gen-Y workers better manage their careers and ace performance reviews. Some key tips include understanding your company's culture, auditing your work to track results and goals, and being able to discuss your goals and how your work impacts your team and company. The tips emphasize setting and tracking both short-term and long-term goals in order to maximize performance and career success.
This presentation is about Employee Engagement Survey process and how it is carried out in the organisation. This presentation takes demo figures for understanding of the presentation
The document summarizes key findings from a SHRM/Globoforce survey on employee recognition. The survey found that employee engagement is the top HR concern for organizations. Recognition programs that are tied to an organization's values saw increases in engagement. Positive feedback was found to have a much greater impact on improving performance than negative feedback. However, fewer employees are satisfied with the level of recognition they receive. Incorporating crowdsourced feedback into performance reviews and using both praise and prizes in recognition programs can make recognition more effective.
The traditional annual performance review is frozen in time. Employees dread it, and employers feel the same way. Its problems are structural and serious. Can it be saved?
There is hope! Crowdsourcing is a terrific way to revitalize the stale performance review and make it relevant to your talent management and culture. In this webinar, Jennifer Sartor and Darcy Jacobsen from Globoforce will discuss how to debunk the myths surrounding the traditional review, and build a smarter performance management system that:
Uses social recognition to inject new life into the troubled traditional performance review.
Offers managers new insight into performance, based on crowdsourced data.
Provides a vision for 2020 that realigns performance management with top-level business objectives.
Join us as we explore this fascinating topic.
The document discusses how human capital metrics need to evolve to reflect changes in the modern workforce. It provides examples of how two existing metrics - quality of hire and ready now candidates - could incorporate collaboration skills. It also examines how employee engagement index and employee net promoter score could evolve to include social engagement and employees' ongoing digital dialogue. Taking these new skills into account may impact how organizations view and manage their talent pools.
The document discusses the evolution of employee engagement and its importance to company success. It finds that engaged employees lead to higher profits, customer ratings, and fewer safety incidents. However, many employers lack clear engagement policies and employees want more opportunities to contribute through volunteering and social responsibility initiatives. The top drivers of engagement are meaningful work, great managers who recognize employees, and transparency. The document recommends that employers align work with mission, communicate openly, involve employees in positive impact programs, and utilize technology to integrate these practices.
You'll find valuable information about how to conduct successful employee surveys and best practices for implementing changes. This presentation is for leaders in small to mid-sized businesses, HR executives, COOs, and anyone who's interested in conducting employee surveys.
High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...Snag
Performance management in the service industry is no easy task. You’ve got a lot of locations and higher-than-average turnover. Keeping frontline employees engaged, while developing your best ones for future management positions is not only a top concern for most companies, but also crucial to overall business success.
Check out our ‘High-Impact Performance Management’ webinar presentation, featuring our performance management expert, Dr. Chris Wright, and Flash Foods’ Training Manager, Michelle Davis, to receive 1 credit hour toward HRCI recertification and:
– Discover the 4 secrets to develop your top performers and build your leadership bench
– Hear how Flash Foods is increasing evaluation efficiency by 75% and saving 750 hours/year
– Uncover the 6 mistakes so many companies are making in the performance management process … and how to correct them
– Understand how increasing feedback can also increase employee engagement, retention and customer service
The Gen-Yers Guide to Surviving Your Performance ReviewMeetMorgan
This document provides 24 tips to help Gen-Y workers better manage their careers and ace performance reviews. Some key tips include understanding your company's culture, auditing your work to track results and goals, and being able to discuss your goals and how your work impacts your team and company. The tips emphasize setting and tracking both short-term and long-term goals in order to maximize performance and career success.
This presentation is about Employee Engagement Survey process and how it is carried out in the organisation. This presentation takes demo figures for understanding of the presentation
This document provides an overview and action plan for improving employee engagement at ABC based on its most recent survey results. The key points are:
1) ABC's overall engagement score increased to 62% but remains below the desired benchmark of 80%; the highest scoring drivers were direct supervisor and culture while development, compensation, and trust in senior leadership showed the most room for improvement.
2) An analysis of the highest and lowest rated questions found that direct managers are working well but the culture is not seen as safe or productive and compensation is an issue.
3) Action plans should focus on high-impact areas like trust in senior leadership, an inclusive culture, and openness to new ideas, using the SMART framework
Hard Talk HR - How Performance Management is Killing PerformanceThe HR Congress
M. Tamra Chandler will provide you with all the tools and practical techniques you’ll need in order to be able to successfully rethink, redesign, and reboot performance management in your own organization.
The document discusses measuring and managing workforce efficacy, which is defined as a condition where organizational goals are being met through an engaged and motivated workforce. It promotes measuring three aspects of efficacy: organizational, management, and individual. The individual aspect includes measuring intrinsic motivation, motivation capabilities, and the balance between intrinsic and extrinsic motivation. Services offered include surveys, analytics, coaching, and certification programs to help organizations develop workforce efficacy by building individual accountability for engagement.
The document discusses employee engagement and provides background information on the topic. It defines employee engagement as the commitment that employees feel toward their organization and how it influences their work. Highly engaged employees can increase performance by up to 20% and are 87% less likely to leave their jobs. The document also lists common drivers of engagement, such as recognition, trust in leadership, career growth opportunities, and relationship with one's manager. It cautions that measuring engagement comes with risks like competition and survey fatigue if not implemented properly. Overall, the document aims to encourage effective employee engagement practices while also highlighting potential pitfalls to avoid.
Full Study: Performance Reviews Get a Failing GradeAdobe
We surveyed 1,500 U.S. office workers for their thoughts on performance reviews, and unsurprisingly, people aren't fans of them. What we did unearth though are interesting reactions and feelings about the process. Shift through the full report.
Curious about how we've ditched the reviews for the Check-In? More on that here (https://adobe.ly/2j5NLUe) with resources to employ the Check-In for your org here: http://www.adobe.com/check-in.html
The webinar provided information on managing agile talent effectively. It discussed trends driving greater reliance on external talent, such as skills gaps and increased expertise availability globally. It outlined three approaches to agile talent and highlighted how to focus agile talent on building strategic capabilities. The webinar also reviewed key concerns with using external talent and provided a model for determining when to "rent" versus "own" talent. It stressed the importance of alignment across strategic, performance, relationship, and administrative dimensions. Finally, it offered a process for organizations to improve their management of agile talent.
This document discusses measuring and maintaining employee engagement. It begins by examining the challenges in defining and measuring engagement, noting that some see it more as a feeling than something strictly quantifiable. It then reviews different engagement surveys and their focuses, such as levels of engagement or key drivers. The document warns that surveys only provide part of the picture and notes other approaches like those from positive psychology. Finally, it discusses measuring the impact of engagement initiatives and using engagement levels over time as a metric to assess success.
This document summarizes a presentation on conducting employee surveys and taking action on the results. It discusses the benefits of surveys for getting employee feedback, the importance of creating action plans to address issues raised, and how to develop effective action plans. It emphasizes that only 35% of employees believe their survey will result in real change and that organizations must act on survey results to improve engagement and retain talent. The presentation provides tools and best practices for analyzing survey data, developing action plans, communicating changes to employees, and measuring the impact of action plans.
Special thanks to all the people who made and released these awesome resources for free:
Presentation template by SlidesCarnival
Photographs by Unsplash
Building an Action Plan From the Federal Employee Viewpoint Survey: Steps to ...AchieveGlobal
AchieveGlobal proposes a five-step process that every agency can take to make improvements in workplace environments and productivity, and, at the same time, launch solutions that support long-term culture change initiatives.
The document discusses effective employee recognition programs, outlining key areas like compensation, benefits, and recognition. It provides tips for recognition, noting it should be universally attainable, specific, contingent on high performance, immediate, consistent, and appropriately diverse. Three case studies are presented: one uses an online reward point program and peer recognition; another uses team leader nominations and prepaid gift cards; and the last emphasizes a fun work environment with benefits like tuition reimbursement. The case studies focus on public recognition allowing employees choice in rewards. Effective recognition informs employees of their performance level through consistent, immediate feedback.
Employee engagement strategies and practicesadigaskell
This document discusses strategies for improving employee engagement. It begins by providing background on the Institute for Corporate Productivity (i4cp) and its research focusing on identifying best practices of high-performing organizations. The executive summary then outlines key strategies used by high-performing organizations to increase engagement, including aligning culture, strategy, and performance; promoting a culture where employees understand goals and feel empowered; measuring the impact of engagement on business results; and including engagement in manager performance reviews. The document provides examples from companies like 3M and Rio Tinto that have successfully implemented these engagement strategies.
Common misconceptions about employee surveys in organizations and how decision makers may overcome them. The case for design and customization to context is contrasted with standard surveys with a few examples from professional experience.
The document discusses employee engagement at Larsen & Toubro Kansbahal Works. There are three aspects of employee engagement: individual psychology, employer conditions, and employee interactions. Engagement is important to achieve high performance, commitment, trust, loyalty and business growth. Employees were surveyed and categorized as highly engaged, engaged, or disengaged. The survey found areas needing improvement included training, career opportunities, recognition, mentorship, and relationship with the company. Recommendations included identifying training needs, promoting career challenges, recognizing top performers, and fostering commitment through mentors.
Assessing people for jobs is the most important task for any organization, as it determines new hire performance and the organization's success. High quality assessment enables better hiring decisions, reducing costs from poor training and development. Effective assessment also improves employee development.
The first challenge is fully understanding the job and identifying key success factors. Without this, assessment cannot be effective. Assessing candidates on eligibility and suitability is complex, requiring research on how different levels of each factor impact performance. Interviews alone cannot accurately assess suitability, as interviewers lack detailed job formulas and are biased. Personality assessments also cannot predict job performance as they were not designed for the workplace.
Effective job behavior assessments measure over 100 traits, are work
Gallup reviewed data from 263 research studies across 192 organizations to determine the organizational outcomes of employee engagement. The results showed that having engaged employees consistently results in strong business benefit in all 9 indicators studied: customer loyalty/engagement, profitability, productivity, turnover, safety incidents, shrinkage, absenteeism, patient safety incidents, and quality (defects).
Performance Benchmarking provides a quantitative evaluation of critical job success factors and how they relate to actual job performance. It identifies traits that differentiate high, average, and low performers for specific jobs. Using data from performance ratings, tenure, and assessments of over 30 people in a role, it determines the key factors for success and their impact on performance. This helps companies improve selection and development to increase performance.
360 degree appraisal is a process that obtains feedback on a manager's performance from their subordinates, peers, managers, customers, and suppliers. This provides the manager with a more complete assessment of their effectiveness to help with career development, identifying strengths and weaknesses, and salary recommendations. Feedback is obtained through questionnaires that rate individuals on managerial or business competencies. Suggestions for an effective 360 degree appraisal include anonymous feedback, manager involvement, preventing gaming, and using statistical techniques to reduce biases.
Employee Engagement Best Practices: Survey Process Tips to Improve Trust, Acc...Qualtrics
To view the on-demand webinar for this presentation see the below link: https://success.qualtrics.com/survey-process-tips-watch.html?utm_source=slideshare
Measuring employee engagement can drive positive organizational change and increase revenue, retention, and overall productivity. However, mismanaging your employee engagement program can actually decrease trust, accountability, and empowerment amongst employees.
Join Qualtrics and Sarah Marrs, Employee Engagement Specialist, as we discuss common pitfalls that undermine engagement programs along with some practical tips to ensure a successful experience.
The Harrison Assessment system uses 6500 job-specific formulas and 175 job performance traits to accurately predict employee performance. It evaluates eligibility, suitability, personality, work preferences, and other factors. The system is based on Enjoyment Performance Theory, which states that enjoyment of job tasks and fit with the work environment leads to better performance. It also uses Paradox Theory to provide deeper psychological insights and predict stress behavior. Using the Harrison Assessment can help businesses reduce costs, improve workforce planning, increase productivity and retention, and achieve better results.
Webinar: Carving The Right Path - A Succession Planning Guide for Millennial...TalentView
Let’s talk about your Millennials and upcoming Gen Z leaders. Have you tried to tailor your strategy to the work styles and cultural environment that Millennials and Gen Z leaders wish to have as they move into leadership roles?
In this session, you will learn about:
1. The top key work styles & preferences of Millennials and Gen Z leaders
2. How to drive retention and loyalty within your organization
3. New ways to strengthen your learning & development initiatives
Watch the recording here: https://fb.watch/hgaJV8Zy0z/
For questions or clarifications, email us at inquiry@talentview.com.
This document provides an overview and action plan for improving employee engagement at ABC based on its most recent survey results. The key points are:
1) ABC's overall engagement score increased to 62% but remains below the desired benchmark of 80%; the highest scoring drivers were direct supervisor and culture while development, compensation, and trust in senior leadership showed the most room for improvement.
2) An analysis of the highest and lowest rated questions found that direct managers are working well but the culture is not seen as safe or productive and compensation is an issue.
3) Action plans should focus on high-impact areas like trust in senior leadership, an inclusive culture, and openness to new ideas, using the SMART framework
Hard Talk HR - How Performance Management is Killing PerformanceThe HR Congress
M. Tamra Chandler will provide you with all the tools and practical techniques you’ll need in order to be able to successfully rethink, redesign, and reboot performance management in your own organization.
The document discusses measuring and managing workforce efficacy, which is defined as a condition where organizational goals are being met through an engaged and motivated workforce. It promotes measuring three aspects of efficacy: organizational, management, and individual. The individual aspect includes measuring intrinsic motivation, motivation capabilities, and the balance between intrinsic and extrinsic motivation. Services offered include surveys, analytics, coaching, and certification programs to help organizations develop workforce efficacy by building individual accountability for engagement.
The document discusses employee engagement and provides background information on the topic. It defines employee engagement as the commitment that employees feel toward their organization and how it influences their work. Highly engaged employees can increase performance by up to 20% and are 87% less likely to leave their jobs. The document also lists common drivers of engagement, such as recognition, trust in leadership, career growth opportunities, and relationship with one's manager. It cautions that measuring engagement comes with risks like competition and survey fatigue if not implemented properly. Overall, the document aims to encourage effective employee engagement practices while also highlighting potential pitfalls to avoid.
Full Study: Performance Reviews Get a Failing GradeAdobe
We surveyed 1,500 U.S. office workers for their thoughts on performance reviews, and unsurprisingly, people aren't fans of them. What we did unearth though are interesting reactions and feelings about the process. Shift through the full report.
Curious about how we've ditched the reviews for the Check-In? More on that here (https://adobe.ly/2j5NLUe) with resources to employ the Check-In for your org here: http://www.adobe.com/check-in.html
The webinar provided information on managing agile talent effectively. It discussed trends driving greater reliance on external talent, such as skills gaps and increased expertise availability globally. It outlined three approaches to agile talent and highlighted how to focus agile talent on building strategic capabilities. The webinar also reviewed key concerns with using external talent and provided a model for determining when to "rent" versus "own" talent. It stressed the importance of alignment across strategic, performance, relationship, and administrative dimensions. Finally, it offered a process for organizations to improve their management of agile talent.
This document discusses measuring and maintaining employee engagement. It begins by examining the challenges in defining and measuring engagement, noting that some see it more as a feeling than something strictly quantifiable. It then reviews different engagement surveys and their focuses, such as levels of engagement or key drivers. The document warns that surveys only provide part of the picture and notes other approaches like those from positive psychology. Finally, it discusses measuring the impact of engagement initiatives and using engagement levels over time as a metric to assess success.
This document summarizes a presentation on conducting employee surveys and taking action on the results. It discusses the benefits of surveys for getting employee feedback, the importance of creating action plans to address issues raised, and how to develop effective action plans. It emphasizes that only 35% of employees believe their survey will result in real change and that organizations must act on survey results to improve engagement and retain talent. The presentation provides tools and best practices for analyzing survey data, developing action plans, communicating changes to employees, and measuring the impact of action plans.
Special thanks to all the people who made and released these awesome resources for free:
Presentation template by SlidesCarnival
Photographs by Unsplash
Building an Action Plan From the Federal Employee Viewpoint Survey: Steps to ...AchieveGlobal
AchieveGlobal proposes a five-step process that every agency can take to make improvements in workplace environments and productivity, and, at the same time, launch solutions that support long-term culture change initiatives.
The document discusses effective employee recognition programs, outlining key areas like compensation, benefits, and recognition. It provides tips for recognition, noting it should be universally attainable, specific, contingent on high performance, immediate, consistent, and appropriately diverse. Three case studies are presented: one uses an online reward point program and peer recognition; another uses team leader nominations and prepaid gift cards; and the last emphasizes a fun work environment with benefits like tuition reimbursement. The case studies focus on public recognition allowing employees choice in rewards. Effective recognition informs employees of their performance level through consistent, immediate feedback.
Employee engagement strategies and practicesadigaskell
This document discusses strategies for improving employee engagement. It begins by providing background on the Institute for Corporate Productivity (i4cp) and its research focusing on identifying best practices of high-performing organizations. The executive summary then outlines key strategies used by high-performing organizations to increase engagement, including aligning culture, strategy, and performance; promoting a culture where employees understand goals and feel empowered; measuring the impact of engagement on business results; and including engagement in manager performance reviews. The document provides examples from companies like 3M and Rio Tinto that have successfully implemented these engagement strategies.
Common misconceptions about employee surveys in organizations and how decision makers may overcome them. The case for design and customization to context is contrasted with standard surveys with a few examples from professional experience.
The document discusses employee engagement at Larsen & Toubro Kansbahal Works. There are three aspects of employee engagement: individual psychology, employer conditions, and employee interactions. Engagement is important to achieve high performance, commitment, trust, loyalty and business growth. Employees were surveyed and categorized as highly engaged, engaged, or disengaged. The survey found areas needing improvement included training, career opportunities, recognition, mentorship, and relationship with the company. Recommendations included identifying training needs, promoting career challenges, recognizing top performers, and fostering commitment through mentors.
Assessing people for jobs is the most important task for any organization, as it determines new hire performance and the organization's success. High quality assessment enables better hiring decisions, reducing costs from poor training and development. Effective assessment also improves employee development.
The first challenge is fully understanding the job and identifying key success factors. Without this, assessment cannot be effective. Assessing candidates on eligibility and suitability is complex, requiring research on how different levels of each factor impact performance. Interviews alone cannot accurately assess suitability, as interviewers lack detailed job formulas and are biased. Personality assessments also cannot predict job performance as they were not designed for the workplace.
Effective job behavior assessments measure over 100 traits, are work
Gallup reviewed data from 263 research studies across 192 organizations to determine the organizational outcomes of employee engagement. The results showed that having engaged employees consistently results in strong business benefit in all 9 indicators studied: customer loyalty/engagement, profitability, productivity, turnover, safety incidents, shrinkage, absenteeism, patient safety incidents, and quality (defects).
Performance Benchmarking provides a quantitative evaluation of critical job success factors and how they relate to actual job performance. It identifies traits that differentiate high, average, and low performers for specific jobs. Using data from performance ratings, tenure, and assessments of over 30 people in a role, it determines the key factors for success and their impact on performance. This helps companies improve selection and development to increase performance.
360 degree appraisal is a process that obtains feedback on a manager's performance from their subordinates, peers, managers, customers, and suppliers. This provides the manager with a more complete assessment of their effectiveness to help with career development, identifying strengths and weaknesses, and salary recommendations. Feedback is obtained through questionnaires that rate individuals on managerial or business competencies. Suggestions for an effective 360 degree appraisal include anonymous feedback, manager involvement, preventing gaming, and using statistical techniques to reduce biases.
Employee Engagement Best Practices: Survey Process Tips to Improve Trust, Acc...Qualtrics
To view the on-demand webinar for this presentation see the below link: https://success.qualtrics.com/survey-process-tips-watch.html?utm_source=slideshare
Measuring employee engagement can drive positive organizational change and increase revenue, retention, and overall productivity. However, mismanaging your employee engagement program can actually decrease trust, accountability, and empowerment amongst employees.
Join Qualtrics and Sarah Marrs, Employee Engagement Specialist, as we discuss common pitfalls that undermine engagement programs along with some practical tips to ensure a successful experience.
The Harrison Assessment system uses 6500 job-specific formulas and 175 job performance traits to accurately predict employee performance. It evaluates eligibility, suitability, personality, work preferences, and other factors. The system is based on Enjoyment Performance Theory, which states that enjoyment of job tasks and fit with the work environment leads to better performance. It also uses Paradox Theory to provide deeper psychological insights and predict stress behavior. Using the Harrison Assessment can help businesses reduce costs, improve workforce planning, increase productivity and retention, and achieve better results.
Webinar: Carving The Right Path - A Succession Planning Guide for Millennial...TalentView
Let’s talk about your Millennials and upcoming Gen Z leaders. Have you tried to tailor your strategy to the work styles and cultural environment that Millennials and Gen Z leaders wish to have as they move into leadership roles?
In this session, you will learn about:
1. The top key work styles & preferences of Millennials and Gen Z leaders
2. How to drive retention and loyalty within your organization
3. New ways to strengthen your learning & development initiatives
Watch the recording here: https://fb.watch/hgaJV8Zy0z/
For questions or clarifications, email us at inquiry@talentview.com.
http://www.qualtrics.com/employee-engagement/
Bryce Winkelman talks about employee engagement at the Talent Summit (Dublin Mansion House, March 4th).
Qualtrics 360: Sophisticated employee development made simple
The State of Employee Recognition in the UK: A 2015 Research StudyAchievers
- The document summarizes the results of a survey of UK HR professionals about employee recognition programs in their organizations.
- It found that while most organizations have some type of recognition, only 15% recognize employees weekly or daily. Further, many programs only recognize tenure rather than behaviors.
- The biggest challenges for organizations are measuring the impact of recognition programs and improving employee participation. While recognition is seen as important for engagement, current strategies are only moderately effective.
Top HR Processes Ripe for a Social EnterpriseKangoGift
The document provides an overview of how social tools can be applied to five key HR processes: performance reviews, employee feedback, recognition and awards, training, and knowledge management. It discusses transitioning performance reviews from annual events to ongoing conversations, capturing more timely employee feedback, using social recognition to provide informal and measurable praise, leveraging employees' expertise through social training tools, and centralizing institutional knowledge. Metrics for success include engagement, enablement, and performance. Case studies and parting thoughts on creating a social HR roadmap are also presented.
5 Steps to Build & Maintain an Engaging CultureQualtrics
Salesforce believes that "the business of business is improving the state of the world," and a well-defined culture is the keystone of an engaged workforce who can deliver on that commitment. Over the past 17 years, Salesforce has focused on five key steps that they use to build and maintain their "Ohana" culture. Join us for an informative and thought-provoking session that will leave you with action-oriented takeaways about this important element of organizational growth and customer success.
5 Barriers to Effective Employee Training Programs - Webinar 08.21.14BizLibrary
In this webinar we'll outline the 5 barriers to effective training and development programs and best practices for overcoming those barriers.
www.bizlibrary.com/webinars
60 % of company`s market value is attributable to corporate reputation. Where is the role of CEO in the proces of building, maintaining and recovering corporate reputation?
This document discusses how effective communication can engage employees and impact their willingness to stay, perform, influence, and recommend their employer. It begins by noting statistics showing high percentages of disengaged or dissatisfied employees. The document then outlines strategies for communication that build understanding and engagement among employees. It provides a framework for communicating information to meet employees' key needs. Finally, it analyzes case studies of how different organizations improved engagement and outcomes through strengthened internal communication.
Getting your shift together making sense of organizational culture and changeDani
The document discusses the importance of measuring organizational culture and outlines a process for doing so. It notes that 75% of change initiatives fail due to cultural issues. Measuring culture can help identify positive and negative cultural aspects to enhance success. A quantitative and qualitative approach provides a clear picture of the current culture and its impact. The process involves assessing key cultural dimensions like leadership, communication, and decision-making to develop a plan for cultural change.
Why Volunteering Programs are no longer just for Large CompaniesGaurav Bhattacharya
Employee Volunteer Programs are no longer only for large companies!
With the latest generation of cloud-based solutions, any sized company can now afford a great employee volunteering platform.
How to Measure the Impact of Soft Skills Training | Webinar 10.21.15BizLibrary
In this session, we will explore a range of soft skills training and development challenges, and we will provide a framework for building a measurement and metrics methodology to capture the business benefits and impact of improved performance in soft skills
www.bizlibrary.com
Presented by
Raphael Crawford-Marks
Co-Founder and CEO, Bonusly
Bart Macdonald
Presented by
Bart Macdonald
Founder and CEO, Sapling
Are you ready to transform employee engagement from one of your organization's greatest challenges into one of it's greatest assets?
Join Bonusly's Raphael Crawford-Marks and Sapling's Bart Macdonald for an interactive discussion on how a combination of thoughtful strategy, and purpose-built technologies can imporve employee engagement in your organization.
In this webinar, you'll learn:
Why every organization needs a functional employee engagement strategy
Unique engagement drivers for modern employees
How strategic onboarding can fortify the foundation of your engagement strategy
How to foster a recognition-rich organizational culture
How purpose-built technologies can simplify and magnify your efforts
Special thanks to our partners: Bonusly
Strategies for the Future of Employee EngagementSapling
Presented by
Raphael Crawford-Marks
Co-Founder and CEO, Bonusly
Bart Macdonald
Presented by
Bart Macdonald
Founder and CEO, Sapling
Are you ready to transform employee engagement from one of your organization's greatest challenges into one of it's greatest assets?
Join Bonusly's Raphael Crawford-Marks and Sapling's Bart Macdonald for an interactive discussion on how a combination of thoughtful strategy, and purpose-built technologies can imporve employee engagement in your organization.
In this webinar, you'll learn:
Why every organization needs a functional employee engagement strategy
Unique engagement drivers for modern employees
How strategic onboarding can fortify the foundation of your engagement strategy
How to foster a recognition-rich organizational culture
How purpose-built technologies can simplify and magnify your efforts
Special thanks to our partners: Bonusly
This document is a project report on Total Quality Management (TQM) submitted for a Masters in Business Administration degree. It includes an acknowledgement, declaration, index, and profile of the company. The report discusses operationalizing the TQM concept, reviewing existing literature, limitations, objectives, research methodology, analysis, and recommendations. It analyzes factors affecting employee commitment through questionnaires. Most employees feel the organization is quality conscious but communication could improve. Recommendations include involving workers in management, recognizing performance, and defining roles.
Keynote speaker Victor Neyndorff tijdens Eventex congres als ervaringsdeskundige op het gebied van de return on investment on events. Victor geeft inzicht in ROI en maakt het publiek enthousiast over de methodologie.
Measuring the Impact of Employee Soft Skills TrainingBizLibrary
Why do organizations struggle with measuring the impact of their soft skills training?
We know that improved communications skills make our colleagues better sales professionals, HR professionals, customer service professionals, etc. But getting to actual proof of this “knowledge” isn’t always easy.
What You’ll Learn:
Common soft skills training and development challenges
How content should be delivered to achieve maximum benefit
How to build a framework for measurement of business benefits of soft skills
The document discusses constraints to scaling and growing a business to be the best in the world. It identifies two main constraints: organizational constraints and individual constraints. Organizational constraints include culture, processes, structure, and leadership. Individual constraints center around whether a person believes they can become the best and their willingness to undergo the pain of learning. Learning is difficult because it requires change, but is the process by which knowledge and skills are acquired through experience. Overcoming constraints requires destroying old ways of thinking and creating a new culture focused on accountability, courage, agility, excellence and synergistic collaboration.
The document discusses concepts related to Total Quality Management (TQM) including its philosophy, focus elements, history, and key principles. It describes TQM as a continuous improvement philosophy that aims to satisfy customers and mobilize the entire organization. The document outlines criteria for evaluating organizations, including leadership, strategic planning, customer focus, information analysis, human resource development, process management, and business results. It provides examples of how TQM principles can be applied to areas like strategic planning, customer satisfaction, process management, and human resource development.
The document discusses how Great Place to Work determines certification and rankings for best workplaces. It describes the methodology, which involves a large global study that surveys over 11.5 million employees across 10,000 companies in 90 countries. Companies are evaluated on 5 dimensions: trust, innovation, values, leadership effectiveness, and human potential. To be certified or make the best workplace lists, companies must meet survey distribution requirements, provide a culture brief, and may undergo an in-depth culture audit that examines distinguishing practices. The goal is to understand what drives companies' results and share best practices that benefit all employees.
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3. INCREASE
EMPLOYEE
ENGAGEMENT
CREATE A SINGLE
GLOBAL CULTURE
IMPROVE
BUDGETING
& COST
AWARENESS
MANAGE AND
RETAIN TOP
TALENT
25% INCREASE
IN EMPLOYEE ENGAGEMENT
88% INCREASE
IN RECOGNITION SATISFACTION
97%
OF EMPLOYEES PROUD
TO WORK FOR THEM
13% INCREASE
IN EMPLOYEE RETENTION
GLOBOFORCE CLIENTS
GET RESULTS
5. POLL QUESTION:
What’s the #1 challenge for HR
this year?
5
A. Employee engagement
B. Succession planning
C. Culture management
D. Employee retention/turnover
E. Performance management
F. Recruitment
G. Employee enablement
H. Employee satisfaction
I. Revenue per FTE
J. Productivity
13. Stay twice as long in their jobs
Spend double their time at work
focused on what they are paid to do
Take ten times less sick leave
Believe they are achieving
their potential twice
as much
HAPPY WORKER
WORK HARDER
23. PERFORMANCE REVIEWS: THE OBJECT OF SCORN
@nicereminders:
Feeling completely
dejected and
destroyed after the
performance
review I received
from the central
office. #killmenow
@MeredithSoleau:
There's no reason to
keep bringing up the
negative. I am 100%
anti-performance
review. No one likes
them. Not even HR.
#THRAC
@EmmaRWallace:
Ahh, performance
review, you're killing
me here!
@katiemuehe:
Ooooh! A surprise
performance review
at work on a Friday
afternoon?!
Soundsgre-- no, it
sounds awful,
actually.
#PleasePassTheWine
@luna624:
I don't wanna do
my performance
review self
evaluation. Do. Not.
Want.
24. REALITY
“Do you think the annual performance reviews are an
accurate appraisal for employees’ work?”
Yes
55%
No
45%
29. POLL QUESTION:
When was the last time you
received public recognition for a
job well done?
29
A. In the past week
B. In the past month
C. Three months ago
D. Six months ago
E. More than six months ago
30. SOCIAL & STRATEGIC RECOGNITION
30
• Employee & manager centric
application
• Branded experience, heavily promoted
throughout the organization
• Portfolio of strategic awards with
approvals, budgets and governance
• Social Data and Analytics exposes
• Social map of company
• Top performers and influencers
• Culture and Values adoption
• HCM Performance alignment
31. I think there are limitless things
you can do when you start looking at
what the wisdom of the crowds
can tell you.
Joanna Geraghty
Executive VP and Chief People Officer
RESULTS:
88% Increase In
Recognition Satisfaction
14,500 Crewmembers
throughout the Americas
“
32. Our Applause recognition program with
Globoforce is fundamentally changing the
way we're doing business at Symantec. This
is the singular program that gets the most
positive play from employees.
“
16% INCREASE IN
ENGAGEMENT
ONE SYMANTEC CULTURE$6.2B global software company.
20,500 employees in 50 countries
Series of acquisitions doubled the company
size, creating “culture of cultures”
Indentify top influencers across the company
Boost engagement to drive employee loyalty
THE CHALLENGE:
Tom Aurelio
Vice President of Global HR
32
39. THE TIPPING POINT
STRATEGIC RECOGNITION
A PROVEN BEST PRACTICE
0%
2%
4%
6%
8%
10%
12%
1 15 29 43 57 71 85 99 113 127 141 155
EMPLOYEENOMINATIONS
WEEKS
Number of nominations as a % of headcount over weeks since launch.
Companies with most improved
employee engagement scores
have recognition programs with
weekly nominations touching 5-
8% of employees
40. Social
Frequent
Drives happiness
Global approach
Rewards with value
Shared throughout the company
Viral adoption
PERFORMANCE
MANAGEMENT IN THE
FUTURE
43. “
To what extent do you trust the
following forms of advertising?
Recommendations from people I know
Consumer opinions posted online 70% 30%
92% 8%
Trust Completely/
Somewhat
Don’t Trust Much/
At All
44. We find that expert ratings are correlated
with Amazon ratings….experts and
consumers agree in aggregate about the
quality of a book.
EXPERT AND CONSUMER ALIGNMENT PROVES
GREATER ACCURACY
“ “
47. WISDOM OF THE CROWDS & HR
Wisdom of the Crowds
Big data, in the form of social
recognition.
What WE think.
Manager’s Opinion
Traditional performance review.
What OUR MANAGER thinks.
50. Crowdsourcing input about employee
performance creates a market composed of
every employee, and social recognition is the
transaction engine of that market.
54. Jim Holincheck
Managing Vice President
“ “
Budget will shift from annual merit increases to
bottom-up, more frequent rewards…parts of
traditional talent management activities effectively
become crowdsourced.
2012 Strategic Roadmap for Employee Performance Management
56. Social
Frequent
Drives happiness
Global approach
Rewards with value
Shared throughout the company
Viral adoption
Part of compensation strategy
Based on data
New insight for managers & execs
PERFORMANCE
MANAGEMENT IN THE
FUTURE
As the leader in employee recognition, we’re often asked about our clients and who we work for. What’s interesting about this slide is that recognition knows no industry boundary, no specific size of company.We run the largest recognition program in the world for GE with more than 300,000 on our recognition platform, but we run smaller programs as well – for companies like InfoGroup, which is a much smaller, more nimble technology company that is one of our clients. And every one of these clients is unique and has unique needs – just as you do. And we can manage that uniqueness for you.And by the way, these are not just logos on a slide where we’re handling a tiny part of their overall recognition strategy and sticking the company name up there. Most of our competitors do a little bit of recognition at a company with a program in one department or one country. But when we show you this slide, we’re talking about fully deployed recognition programs on a global scale. Take Dow Chemical for example – 50,000 employees all over the world… multiple languages, multiple currencies, and the whole company is one recognition platform that we built and we maintain. And working with big companies has really put us through the paces frankly, which I’ll talk about more a bit later. We’ve learned a lot by working with companies like NBC and Citigroup, and that made us a better provider for all of the companies whose recognition programs we support. And what we’re also proud of is that if you look at a company like SuccessFactors – it’s one of the great Human Capital Management companies of the past 10 years. Maybe you heard that they were just acquired for $3.4 billion. So HR succes and employee engagement is in their DNA, and when they turn to us for their recognition program for their employees all over the world. And these globally unified recognition programs are so powerful, because they reinforce this notion that every one of your employees – wherever they are located – are equally important to helping you achieve your strategic objectives. This ensures that every employee knows just how valuable they are to your success.And that’s the secret sauce of Globoforce. When I sit next to someone on a plane who works for Boeing (which has a recognition program run by one of our competitors), they don’t know the program, what it’s about, what it’s for, or even that it exists. It’s not embedded in their culture. But if I’m sitting next to someone at Intuit or Symantec or Quintiles – they know their recognition programs, they live it, they breath it, and they truly love it. It’s part of their culture. It’s part of how they do their job every day.
`EmailGeneration:Treat inbox as a task listFeel like you have to get through all the itemsCome back from vacation.Limited storage. File things away.VIP feature in iPhoneBottom line: angst, stress if you stay away too long , or if you don’t take action.
Social media generationTwitterification of communicationInformation is streamsYou can subscribe to what you wantYou check in every once in awhileLIMITLESS STORAGE, no need to archiveNo stress
You may have seen a TED talk from Harvard lecturer Shaun Achor who is the author of The Happiness Advantage. Shaun has had an article recently in the Wall Street Journal where he showed research proving that the single greatest advantage in the modern economy is a happy and engaged workforce. The decade of research proves that happiness raises nearly every business and educational outcome: raising sales by 37%, productivity by 31%, and accuracy on tasks by 19%, as well as a myriad of health and quality of life improvements.
Happy employees have something called Psychological Capital, or PsyCap. This idea comes from the positive psychology, a field of academic study that is becoming very important to organizational development. Rather than concentrating on pathology, it proactively identifies and builds on things that are going right. It examines healthy states, such as happiness, strength of character and optimism, and asks “what if we stop focusing so much on unhappy people and what isn’t working, and instead we amplify happy people and what is working?” By figuring out how to replicate that success, we can move the needle on human metrics like happiness, satisfaction, productivity and engagement.Psycap is characterized by four qualities: self-efficacy, optimism, hope and resilience.
Achor has offered five ways that we can increase PsyCap:Be mindful of the present. We can develop a tendency to pay more attention to negative past events. As a result, we might overlook the opportunities to feel positive in the present moment. Try to integrate real-time reflection into your world.Celebrate small successes. Try not to ignore or downplay the smaller steps that lead to larger. Pause, reflect and celebrate these moments.Play to our strengths. Make sure you have a good fit between company and employees. As an employee this means finding a job that fits your needs and abilities. As a manager or leader, this means finding a way to spot outliers and employees who may be mismatched to their role.Recognize performance. If you manage others - try not to miss opportunities to reward excellence. Develop a habit of reaching out to validate accomplishments on a regular basis.Show gratitude. Don't be stingy with "thanks-yous" and compliments in the workplace. Let others know you appreciate their contribution to your work life - and build on this positive energy whenever possible. Few things are more meaningful than gratitude, and it plays a huge role in Positive Psychology and PsyCap.
OK…HANDS-UP for this question….78% of employees say they would work harder IF….That’s 78% of employees who are saying…I could do more…I could give more discretionary effort….work better.This is SO important!
TPR is antiquated, process designed in the middle of the 20th century.HR drives processManager and employee meet once a yearFill out templateAwkward experience for managers (particularly weak ones)Negative experience for employeesSoftware and technology might have evolved, but this ritual hasn’tSo why do we continue to do them?
Once a year feedback has limitationsDoesn’t recognize performance when it happenedPeople forgetThe business changes, so should performanceAimed at measurement, not engagement (cite the benefits of engagement)
One of the biggest problems with job performance reviews is that they’re largely predicated on a single person doing the review. And so the review is only as good as that singular person giving it. (Eric) Being Irish, I’m a huge fan of football—or as Americans say…soccer. And in this sport, a goalie can be a single point of failure. You can’t have a terrible goalie and a great team. But in business, all of your managers can be single points of failure when it comes to the annual performance review.
In fact, performance reviews are the object of widespread scorn.Go do a google search for cartoons about performance reviews sometime, and you’ll millions of results.The are awkward, talk about the employee experience and discomfort.
The REALITY is that a good percentage of HR professionals don’t’ trust them either!A Globoforce/Society for Human Resource Management survey asked, “Do you think the annual performance reviews are an accurate appraisal for employees’ work?”
Performance reviews aren’t all bad.They have inertiaEveryone knows how they workThey are standardized across companiesFor regulated businesses & compliance they are a requirement
Performance reviews aren’t all bad.They have inertiaEveryone knows how they workThey are standardized across companiesFor regulated businesses & compliance they are a requirement
Quick introduction of what strategic / social recognition is and how it works.
JetBlue is one of our newest clients, and in the first month of their Lift program they already had seen an 88% jump in their crewmembers’ satisfaction with recognition. But what is exciting JetBlue’s leadership is the incredible power of the wisdom of crowds in delivering insight into their talent– to tell them who their outliers are, who their top influencers are, who needs coaching.
ScaleInnovationCultureJo Dennis, VP HR HP Software
Globoforce, as its name implies, is a company that has delivered some of the most successful, far-reaching global programs in the world, creating and supporting programs like across the world. We will deliver a website in the languages your company supports. We deal with every currency in the world. We offer in-language support for our program on your mobile devices.Our competitors cannot deliver this to you today. They will claim to have done it, but Globoforce has delivered truly global programs for over a decade. Be sure when you’re seeking references to get the true, full scope of employees and the locations where the program is deployed.We think about global deeply in support of clients. That support and thought leadership is unmatched in the industry. An example of that…
Stanford has studied the impact of strategic recognition. They’ve quantified it further by showing th, showing that on a weekly basis, it’s a best practice to nominate between 5-8% of employees to derive the greatest benefit. This study was authored by the head of organizational development at Stanford and really codifies some best practices.
Nielsen’s latest Global Trust in Advertising report, which surveyed more than 28,000 Internet respondents in 56 countries, 92 percent of consumers around the world say they trust earned media, such as recommendations from friends and family, above all other forms of advertising—an increase of 18 percent since 2007. Online consumer reviews are the second most trusted source of brand information and messaging, with 70 percent of global consumers surveyed online indicating they trust messages on this platform, an increase of 15 percent in four years.
Harvard Business School recently published a paper that researched expert reviews in the book industry. The sample consisted of all reviews written by a fixed set of media outlets for each of the 100 highest rated non-fiction books on Metacritic during the years 2004-2007.One of the things they determined was that expert ratings are correlated with Amazon ratings. Experts and consumers agree in aggregate about the quality of a book.
So think for a second about how much people dislike and distrust performance reviews, and contrast that with other kinds of reviews you see out there. There are some reviews out there that people absolutely are fanatical about; they’re almost addicted to them.For example, people absolutely love getting to review hotels on TripAdvisor, or movies on Rotten Tomatoes, or restaurants on Yelp. In fact, of the hundreds of thousand of apps available on the iPhone, Yelp is one of the most popular ones available. And people give these reviews on a voluntary basis, and are happy to do so. They actually enjoy doing so. And they’re enormously valuable to the people consuming the reviews because they take into account multiple viewpoints. If I want to find a good restaurant to go to tonight, sure it might be nice to know if there’s a restaurant critic out there who thinks highly of the place I’m thinking of going. But honestly, it’s a heck of a lot more valuable to know what hundreds of people have to say about that restaurant—and that’s what I can find out on a site like Yelp.
So think for a second about how much people dislike and distrust performance reviews, and contrast that with other kinds of reviews you see out there. There are some reviews out there that people absolutely are fanatical about; they’re almost addicted to them.For example, people absolutely love getting to review hotels on TripAdvisor, or movies on Rotten Tomatoes, or restaurants on Yelp. In fact, of the hundreds of thousand of apps available on the iPhone, Yelp is one of the most popular ones available. And people give these reviews on a voluntary basis, and are happy to do so. They actually enjoy doing so. And they’re enormously valuable to the people consuming the reviews because they take into account multiple viewpoints. If I want to find a good restaurant to go to tonight, sure it might be nice to know if there’s a restaurant critic out there who thinks highly of the place I’m thinking of going. But honestly, it’s a heck of a lot more valuable to know what hundreds of people have to say about that restaurant—and that’s what I can find out on a site like Yelp.
And through this multi-person feedback and recognitions, you are learning who the true leaders and influencers are across the organization.
LauraMillier talked about big data and how to leverage it in HR – to have a “seat at the table”Recognition maps relationships and connections. It provides managers with more insight into the true performance and behaviors of employees. It also enables peers to recognise and appreciate each other – enhancing productivity across teams.
Recognition maps relationships and connections. It provides managers with more insight into the true performance and behaviors of employees. It also enables peers to recognise and appreciate each other – enhancing productivity across teams.
Gartner recommends to move budget… try recognition along side traditional performance….
Recognition maps relationships and connections. It provides managers with more insight into the true performance and behaviors of employees. It also enables peers to recognise and appreciate each other – enhancing productivity across teams.