Current socio-economic tendencies show that the competition for talent is going to get only tougher. In this presentation we’ll tell you about how to get the most of your reward and recognition program and reduce voluntary employee turnover.
Authors: Professor David F. Larcker, Brian Tayan, CGRI Quick Guide Series. Corporate Governance Research Initiative, Stanford Graduate School of Business, August 2017
This Research Spotlight provides a summary of the academic literature on the role of proxy advisors (ISS and Glass, Lewis) in the proxy voting process:
• The influence of proxy advisors on director elections.
• The influence of proxy advisors on say on pay.
• The influence of proxy advisors on proxy contests.
• The influence of proxy advisors on compensation design.
This Research Spotlight expands upon issues introduced in the Quick Guide “Investors and Activism”.
GML Performance Consulting and Kontan Magazine and Newspaper collaborates to organize an annual employee engagement survey in Indonesia to recognize best companies to work for in Stellar Workplace Award - www.stellarworkplace.com
Authors: Professor David F. Larcker, Brian Tayan, CGRI Quick Guide Series. Corporate Governance Research Initiative, Stanford Graduate School of Business, August 2017
This Research Spotlight provides a summary of the academic literature on the role of proxy advisors (ISS and Glass, Lewis) in the proxy voting process:
• The influence of proxy advisors on director elections.
• The influence of proxy advisors on say on pay.
• The influence of proxy advisors on proxy contests.
• The influence of proxy advisors on compensation design.
This Research Spotlight expands upon issues introduced in the Quick Guide “Investors and Activism”.
GML Performance Consulting and Kontan Magazine and Newspaper collaborates to organize an annual employee engagement survey in Indonesia to recognize best companies to work for in Stellar Workplace Award - www.stellarworkplace.com
Guru Group Meeting 7 July 14 - Thought Piece - Peter CheeseEngage for Success
This was one of the presentations given at our Guru Group Event on 7 July 2014 at Aston University, Birmingham.
The theme of the day was around the future of engagement, to engagement in the future
As talent management professionals strive to balance the changing needs of baby boom employees with evolving expectations of younger employees, talent retention has become more complicated than ever. To retain top talent, competitive companies need to understand what drives an employee’s decision to leave or stay with an organization.
Conventional wisdom has always been that employees leave supervisors, not companies. However, newer studies are finding that conventional wisdom may be wrong. It’s NOT just the boss anymore.
White Paper - Dear John - A New look at why employees leaveshokr.ahmed
As talent management professionals strive to balance the changing needs of baby boom
employees with evolving expectations of younger employees, talent retention has become
more complicated than ever. To retain top talent, competitive companies need to understand
what drives an employee’s decision to leave or stay with an organization.
For the last dozen years, the Society for Human Resource Management (SHRM) has been surveying employees from organizations of all sizes to identify the top five factors which contribute most to their job satisfaction. In its 2014 Employee Job Satisfaction and Engagement Survey, 60 percent of respondents identified compensation as "very important" to their job satisfaction.
Driving a Culture of Employee RecognitionGloboforce
Learn how to create a culture of recognition in this December 2013 webinar featuring Globoforce's Derek Irvine and Madeline Laurano of the Aberdeen Group.
Experts predict a wave of employee turnover as the economy recovers from the recession.
Here are five steps you can take now to prevent your best employees from riding that wave out your door.
Experts predict a wave of employee turnover as the economy recovers from the recession.
Here are five steps you can take now to prevent your best employees from riding that wave out your door.
Aon report: Managers: Strongest or Weakest Link in Driving Employee EngagementMark A. Leon
Managers: Your Strongest (or Weakest) Link in Driving Employee Engagement
Too many companies send engagement survey results to managers and hope they'll do something with them, only to find that many don't. Here are some practical steps you can take to help your managers drive employee engagement.
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.
White paper detailing the link between an employee's perception that he or she is making progress at work and that employee's level of engagement. Progress at Work is a valuable new metric that builds on existing engagement measures.
Guru Group Meeting 7 July 14 - The Engage With What Challenge - Paul SparrowEngage for Success
This was one of the presentations given at our Guru Group Event on 7 July 2014 at Aston University, Birmingham.
The theme of the day was around the future of engagement, to engagement in the future
How to get Executive Buy-in for Employee RecognitionGloboforce
Executive buy-in has been proven to make the critical difference in driving both the adoption and the effectiveness of your employee recognition program. But how do you engage the execs and obtain the support necessary to launch an effective program?
The Employee Engagement Handbook | WorkStrideWorkStride
Learn how creating a positive employee experience can help increase engagement, retention, and productivity. In this guide, we’ll go over five areas to focus on in order to create a positive employee experience: employee engagement, learning and development, company culture, workplace environment, and tools and technology.
Guru Group Meeting 7 July 14 - Thought Piece - Peter CheeseEngage for Success
This was one of the presentations given at our Guru Group Event on 7 July 2014 at Aston University, Birmingham.
The theme of the day was around the future of engagement, to engagement in the future
As talent management professionals strive to balance the changing needs of baby boom employees with evolving expectations of younger employees, talent retention has become more complicated than ever. To retain top talent, competitive companies need to understand what drives an employee’s decision to leave or stay with an organization.
Conventional wisdom has always been that employees leave supervisors, not companies. However, newer studies are finding that conventional wisdom may be wrong. It’s NOT just the boss anymore.
White Paper - Dear John - A New look at why employees leaveshokr.ahmed
As talent management professionals strive to balance the changing needs of baby boom
employees with evolving expectations of younger employees, talent retention has become
more complicated than ever. To retain top talent, competitive companies need to understand
what drives an employee’s decision to leave or stay with an organization.
For the last dozen years, the Society for Human Resource Management (SHRM) has been surveying employees from organizations of all sizes to identify the top five factors which contribute most to their job satisfaction. In its 2014 Employee Job Satisfaction and Engagement Survey, 60 percent of respondents identified compensation as "very important" to their job satisfaction.
Driving a Culture of Employee RecognitionGloboforce
Learn how to create a culture of recognition in this December 2013 webinar featuring Globoforce's Derek Irvine and Madeline Laurano of the Aberdeen Group.
Experts predict a wave of employee turnover as the economy recovers from the recession.
Here are five steps you can take now to prevent your best employees from riding that wave out your door.
Experts predict a wave of employee turnover as the economy recovers from the recession.
Here are five steps you can take now to prevent your best employees from riding that wave out your door.
Aon report: Managers: Strongest or Weakest Link in Driving Employee EngagementMark A. Leon
Managers: Your Strongest (or Weakest) Link in Driving Employee Engagement
Too many companies send engagement survey results to managers and hope they'll do something with them, only to find that many don't. Here are some practical steps you can take to help your managers drive employee engagement.
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.
White paper detailing the link between an employee's perception that he or she is making progress at work and that employee's level of engagement. Progress at Work is a valuable new metric that builds on existing engagement measures.
Guru Group Meeting 7 July 14 - The Engage With What Challenge - Paul SparrowEngage for Success
This was one of the presentations given at our Guru Group Event on 7 July 2014 at Aston University, Birmingham.
The theme of the day was around the future of engagement, to engagement in the future
How to get Executive Buy-in for Employee RecognitionGloboforce
Executive buy-in has been proven to make the critical difference in driving both the adoption and the effectiveness of your employee recognition program. But how do you engage the execs and obtain the support necessary to launch an effective program?
The Employee Engagement Handbook | WorkStrideWorkStride
Learn how creating a positive employee experience can help increase engagement, retention, and productivity. In this guide, we’ll go over five areas to focus on in order to create a positive employee experience: employee engagement, learning and development, company culture, workplace environment, and tools and technology.
The Power of Employee Appreciation. 5 Best Practices in Employee Recognition.Sage HR
Employee appreciation or recognition is the timely acknowledgment of a person’s or team’s “beyond normal” effort, result or behaviour that uphold the company’s goals and values. It can be formal or informal depending on the situation.
Appreciation is not learned overnight. In order to be more effective, you need to understand the psychology of praising others and apply it on yourself too. If done right, employee appreciation can be catalytic, causing dramatic positive changes that affect your entire company’s culture.
Why do employees need to be appreciated? Kelly Mannard, Chief Marketing and Strategy Officer of Northern Trust, puts it clearly this way: It’s human nature to want to be valued!
Most employees respond positively to appreciation because it confirms that their efforts are valued. It gives them that sense of achievement for a job well done — a “pat in the back”.
Read more at >>> cake.hr
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...Qualtrics
Engaged employees are more productive, contribute more to the bottom line, generate higher customer ratings, and help you attract new talent. On the flip side, actively disengaged employees cost the US approximately half a trillion dollars per year.
Join us to learn the best practices from Mike Schroeder, CEO of TNS Employee Insights, on how to design employee engagement surveys, measure engagement and, most importantly, improve employee engagement in your organization.
Selecting Candidates for Engagement and RetentionMonster
This PowerPoint deck will examine real ways to measure quality of hire and impact the value of talent on an organization.
Learn how to:
* Dispel myths on subjective recruitment measures
* Assess candidates for traits and competencies that are true identifiers of engaged employees within your organization
* Identify candidate’s fit within the organizational culture
* Provide best practices and low-cost tips to engage early and often.
* Discuss the generational differences in workplace concerns and about national trends in employee engagement.
Proko's Guide to Positivity and Effective Employee EngagementLeeWills3
Proko allows your employees to easily share good things about your culture and career opportunities, or simply acknowledge the people that are making work great.
Create e-cards and other sharable assets that employees can select, personalize, and share.
Import content to an easy-to-use, customizable microsite.
Track sharing activity and leverage those insights for future employer branding and employee advocacy activities.
Website: https://www.proko.co/product
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Aashman Foundation Summer Internship .docxAmanHamza4
The internship opportunity I had with “Aasmaan Foundation” was a great chance for learning and professional development. Therefore, I consider myself a very lucky individual as I was provided with an opportunity to be a part of it. I am also grateful for having a chance to meet so many wonderful people and professionals who led me though this internship period.
I am using this opportunity to express my deepest gratitude and special thanks to “Munish Pundir” “Director “who despite being extraordinarily busy with “her/his” duties, took time out to hear, guide, and keep me on the correct path and allowing me to carry out my internship at their esteemed organization.
I further want to thank Prof. Shikha Gera, who helped me to better understand concepts of professionalism and become a better person and employee in my life.
I would also like to thank my parents and friends who helped me a lot during my life and this internship period. I perceive this opportunity as a big milestone in my career development. I will strive to use gained skills and knowledge in the best possible way, and I will continue to work on their improvement, to attain desired career objectives. Hope to continue cooperation with all of you in the future.
7. Whose fault is it?
How do we defeat
the "grass is greener”
mentality?
8. The major causes of employees leaving an organization
Monetary factors:
• Non-competitive salary andrewards
Non-monetary factors:
• Lackof respect and appreciation
• Poorworking conditions
• Non-friendly work environment
• Poorrelationships witha direct supervisor
• Inflexible workschedules
• Favoritismat workplace
• Misalignment withcompany culture and values
• Lackof careeropportunities
• Lackof challenges inthe job
• Mismatchbetweenthe positionandthe person
• Poorwork-life balance
• Lackof trust inorganizational leaders
9. Warning signs that an employee could be on the verge of turnover
• Takes longer breaks, arrives
late or leaves early too often
• Looks distracted during
meetings and other forms of
collective discussions
• Shows reduced productivity
and responsiveness
• Avoids social interactions
with colleagues
13. What happens if you don’t reduce voluntary turnover?
Even conservative figures
estimate that it costs anywhere
between 30% and 200%+ of an
employee’s salary to replace
them, with related costs in
time and business
performance climbing even
higher.
14. The link between voluntary redundancy and engagement
56% of non-engaged
employees and 73% actively
disengaged employees are
ready to leave the job at the
appropriate opportunity
Gallup, 2017
15. What are the positive results of reducing turnover?
Companies with highly
engaged employees
outperform their competitors
by nearly 150%
Gallup, 2012
16. THE ROLE OF AN APPROPRIATE
RECOGNITION PROGRAM
19. How does recognition influence the turnover rate?
The feeling of appreciation, deliveredby peer-to-peer recognition, provides
sustainablemotivation that cannot be achieved by monetary rewards alone.
Positiverecognition encourages effort, which, in turn, leads to increased
productivity,accuracy, and improved customer service.
The “positivecycle” created by this relationships pattern, contributes to the an
organization being recognized as a good place to work (given that all “hygiene
factors” in the workplace are provided).
20. Top features of impactful recognition programs
• Emphasizing non-cash rewards
• Peer-to-peer recognition
• Immediate recognition of
desired behavior
• Providing content-rich
experiences
• Allowing results-tracking
• Mobile-first
21. Current socio-economic tendencies show, that the
competition for talent is going to get only tougher.
Partnering with an experienced employee recognition
provider will ensure that you’ve got all of the pieces in
place to reduce dysfunctional employee turnover!
22. Make the most of your reward and
recognition program!
Visit our website for more valuable content
on employee engagement and motivation
programs: https://online-rewards.com/
23. .
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