We’ve known for a while now how important work relationships are.
For years, item 10 on Gallup’s Q12 Meta-Analysis for engagement has been “Do you have a best friend at work?”. Work friendships, says Gallup, are linked statistically to retention. They’ve noted that employees with a best friend at work are:
- 43% more likely to report having received praise or recognition for their work.
- 37% more likely to report that someone at work encourages their development.
- 35% more likely to report coworker commitment to quality.
Today we are releasing our latest Workforce Mood Tracker report, which underlines and confirms Gallup’s findings, and also reveals some exciting new insights on both work friendships and the power of including peers in service anniversary celebrations.
This Fall 2014 edition of our survey of U.S. workers looks closely at the topic of work friendships and also examines the effectiveness of years of service/anniversary programs. We examined the scaling impact of work friendships and we asked workers how those relationships can best be leveraged through years of service programs to help increase retention, engagement and affective commitment.
The results are worth checking out.
FOR MORE VISIT HR BLOG -> cake.hr/blog
This document summarizes the results of a survey of 1,000 UK residents who work in office/management roles regarding their email usage habits. Some key findings include:
- People spend an average of 3+ hours checking work email and 2+ hours checking personal email each weekday.
- Half of respondents wait until they get to work to check work email, but check personal email and social media before leaving home in the morning.
- Most feel they check email as often as needed, though some younger generations think they should check less.
- Smartphones are increasingly used for personal email, while desktop/laptop remains preferred for work email.
When it comes to the biggest trends in marketing today, our industry is obsessed with channels such as social, voice, and augmented reality as the means for reaching today’s modern audience. And while each plays an important role in the customer journey, new research from Adobe finds a more traditional form of marketing—email—is very much holding its own among newer channels and technologies.
Adobe Campaign released findings from its fourth annual consumer email survey, focused on consumers' habits and behavior related to communications, including personal and work email. The report surveyed more than 1,000 white-collar workers in the United States who own a smartphone.
- 57 million Americans, or 35% of the U.S. workforce, freelanced in the past year. The share of full-time freelancers has increased from 17% in 2014 to 28% in 2019.
- The most common type of freelance work is providing skilled services like programming, marketing, and consulting.
- 60% of freelancers started freelancing by choice rather than necessity, and for the first time as many see it as a long-term career rather than temporary work.
A survey of 600 American workers who are working from home, as well as 305 managers, all adults whose jobs can be performed from home and who are currently working from home during the pandemic, was conducted by Advanis from January 18th-26th, 2021. Details are available upon request.
In a study focused on creativity, we surveyed 2,587 members of the U.S. general population to better understand how often people create, how they are creating content, the limiting factors impacting their creativity and what mobile app features would encourage them to create.
The document summarizes key findings from a 2016 study of job seekers. Some of the main findings include:
- 74% of employees are open to a new job, though many are satisfied in their current role. Job seekers have mixed feelings about the job market.
- Social media is widely used, with Facebook being the dominant platform. It is used to research company culture and understand brand reputation.
- Benefits vary widely but healthcare is the most common. Over half of parents with children take no parental leave.
- Almost 20% have held "gig" jobs and many see it as a full-time role. Concerns about job automation are widespread but optimism remains.
“Freelancing in America” is the most comprehensive study of the independent workforce. Commissioned by Upwork and Freelancers Union, this study surveyed more than 6,000 U.S. workers. In its fifth annual year, findings show Americans are spending more than 1 billion hours per week freelancing. Beyond quantifying the amount of freelancing happening, new insights delve into why people are increasingly choosing to work this way.
This document summarizes the results of a survey of 1,000 UK residents who work in office/management roles regarding their email usage habits. Some key findings include:
- People spend an average of 3+ hours checking work email and 2+ hours checking personal email each weekday.
- Half of respondents wait until they get to work to check work email, but check personal email and social media before leaving home in the morning.
- Most feel they check email as often as needed, though some younger generations think they should check less.
- Smartphones are increasingly used for personal email, while desktop/laptop remains preferred for work email.
When it comes to the biggest trends in marketing today, our industry is obsessed with channels such as social, voice, and augmented reality as the means for reaching today’s modern audience. And while each plays an important role in the customer journey, new research from Adobe finds a more traditional form of marketing—email—is very much holding its own among newer channels and technologies.
Adobe Campaign released findings from its fourth annual consumer email survey, focused on consumers' habits and behavior related to communications, including personal and work email. The report surveyed more than 1,000 white-collar workers in the United States who own a smartphone.
- 57 million Americans, or 35% of the U.S. workforce, freelanced in the past year. The share of full-time freelancers has increased from 17% in 2014 to 28% in 2019.
- The most common type of freelance work is providing skilled services like programming, marketing, and consulting.
- 60% of freelancers started freelancing by choice rather than necessity, and for the first time as many see it as a long-term career rather than temporary work.
A survey of 600 American workers who are working from home, as well as 305 managers, all adults whose jobs can be performed from home and who are currently working from home during the pandemic, was conducted by Advanis from January 18th-26th, 2021. Details are available upon request.
In a study focused on creativity, we surveyed 2,587 members of the U.S. general population to better understand how often people create, how they are creating content, the limiting factors impacting their creativity and what mobile app features would encourage them to create.
The document summarizes key findings from a 2016 study of job seekers. Some of the main findings include:
- 74% of employees are open to a new job, though many are satisfied in their current role. Job seekers have mixed feelings about the job market.
- Social media is widely used, with Facebook being the dominant platform. It is used to research company culture and understand brand reputation.
- Benefits vary widely but healthcare is the most common. Over half of parents with children take no parental leave.
- Almost 20% have held "gig" jobs and many see it as a full-time role. Concerns about job automation are widespread but optimism remains.
“Freelancing in America” is the most comprehensive study of the independent workforce. Commissioned by Upwork and Freelancers Union, this study surveyed more than 6,000 U.S. workers. In its fifth annual year, findings show Americans are spending more than 1 billion hours per week freelancing. Beyond quantifying the amount of freelancing happening, new insights delve into why people are increasingly choosing to work this way.
Freelancing in New York is the first comprehensive measure of the independent workforce in New York City. Commissioned by Freelancers Union, Upwork, and the NYC Mayor's Office of Media and Entertainment, this study surveyed 5,000 working adults in New York City. The study, launched in part to inform work at Freelancers Hub, the first City-funded effort providing dedicated coworking and training to freelancers, estimates that 1.3 million workers are freelancing — with an estimated annual economic impact of $31.4 billion in earnings from their freelance work.
Study: Employee Expectations Are Changing Due to COVID-19Sarah Jackson
The survey of 831 full-time employees found that non-essential employees only want to return to the office when COVID-19 is no longer a threat and most want a staggered return. Employees expect their employers to implement various safety measures like physical barriers and hand sanitizer before returning. They also expect benefits if they contract COVID-19 at work like paid sick leave and medical coverage. Most support legal protections for businesses if employers demonstrate accountability for employee safety and communicate honestly.
Report: How Engaged Are Employees During COVID-19?Sarah Jackson
Over 1 in 5 Canadians and Americans surveyed became unemployed, furloughed, or laid-off due to the COVID-19 pandemic, with Canadians more likely to be unemployed. While most employees feel their attitude towards work has stayed the same, around a quarter of Canadians and Americans say their productivity and collaboration with coworkers has decreased since the pandemic. Canadians and Americans working for medium or large companies were more likely to report decreases in collaboration, satisfaction, trust, and engagement with their employer compared to those at smaller companies.
Facebook costing 16-34s jobs in tough economic climate
One in ten young people have been rejected for a job because of their social media profile
We have just finished the third wave of our young people’s consumer confidence (YPCC) index, which is designed to help businesses understand what young people (16-34) think about their current and future economic and employment prospects, in both developed and growth markets.
The index covers 6000 16-34 year olds across six countries and revealed some surprising results.
Impact of social media on careers
If getting a job wasn’t hard enough in this tough economic climate the survey revealed that one in ten young people have been rejected for a job because of their social media profile.
Yet worryingly the majority (two-thirds) are not concerned that their use of social media now may harm their future career prospects and are not deterred from using it.
They are also more likely to have altered their social media profile to look good to their friends, as opposed to prospective employers.
Better education of the impact of social media is needed, to ensure young people are not making it even harder for themselves to get on the career ladder.
Consumer confidence
At the top line level consumer confidence levels amongst young people in growth markets are twice as high as the UK and US.
Young Chinese and Nigerian consumers have the overall highest confidence levels, indexing at 39, followed closely by Brazil (37) then India (37). In comparison, Britons index at just 16 and the US at 19.
Future employment
Confidence in growth markets is fuelled by optimism about their future employment prospects, with 88% firmly believing they will get a better education than their parent’s vs their counterparts in developed markets (64%). They are also more confident about earning a higher salary (89%) where as young people in developed markets are less certain (60%).
This document provides a summary of findings from an Ipsos poll conducted for Reuters between February 6-12, 2019. A total of 2,240 American adults were interviewed online, including 917 Democrats, 813 Republicans, and 321 Independents. The poll measured approval ratings for President Trump and Congress, as well as opinions on important issues facing the country. The document also describes the methodology used in the poll and provides context on Ipsos, the polling firm that conducted the survey.
Evidence from a Panel Study of Workers Who Lost a Job During the Great Recessionheldrichcenter
Results from a national sample of unemployed workers, and the differences in their responses based on whether or not they received unemployment insurance.
This document provides a summary of findings from an Ipsos poll conducted for Reuters between March 6-12, 2019. A total of 2,207 Americans were surveyed online, including 756 Democrats, 809 Republicans, and 408 Independents. The poll has a credibility interval of plus or minus 2.4% for all adults. Key findings include that 31% of Americans feel the country is heading in the right direction, while 57% feel it is on the wrong track. Healthcare is seen as the main problem facing the US by 18% of respondents. President Trump's overall approval rating is 41% with 54% disapproving.
An Ipsos poll conducted online from February 20-26, 2019 surveyed 3,514 American adults. The poll measured approval ratings for President Trump and Congress, as well as opinions on important issues. Key findings included that 41% of Americans approved of Trump's performance, while 55% disapproved. Only 23% approved of Congress overall. Healthcare, immigration, and morality were cited as the most important problems facing America. The document provided detailed data and methodology for the Ipsos poll.
This document summarizes the results of an Ipsos poll conducted online for Reuters between February 13-19, 2019 with a sample size of 3,322 American adults. Key findings include:
- 31% of respondents felt the country was heading in the right direction, while 58% felt it was on the wrong track.
- The top issues facing America were healthcare (17%), immigration (19%), and the economy (10%).
- Approval ratings for President Trump were 41% approve and 55% disapprove.
- Approval ratings for Congress were 27% approve and 65% disapprove.
This document summarizes the findings of an Ipsos poll conducted for Reuters between February 27 and March 5, 2019. It surveyed 3,269 American adults, including 1,305 Democrats, 1,158 Republicans, and 525 Independents. The poll measured approval ratings for President Trump and Congress, as well as opinions on important issues, the direction of the country, and party identification. It provides details on the sampling methodology and calculates credibility intervals to indicate the precision of the results.
This document summarizes the key findings from a survey of 1,900 remote workers around the world. The survey found that a large majority (90%) of remote workers would prefer to work remotely for the rest of their careers and encourage others to do the same (94%). The biggest benefits of remote work are flexible schedules (43%) and spending time with family (15%), while the biggest struggles are loneliness (21%), collaboration difficulties, and home distractions. Most remote workers primarily work from home (78%) and have traveled while working remotely (81%), with 43% spending 10% or less of their time traveling. A majority of remote worker respondents (70%) work remotely 100% of the time. Reported annual salaries ranged
This document summarizes the findings of an Ipsos poll conducted for Reuters from March 13-19, 2019. It surveyed 2,222 American adults, including 1,002 Democrats, 748 Republicans, and 304 Independents. The poll measured approval ratings for President Trump and Congress, as well as opinions on important issues facing the country. It also included methodology information such as how the data was weighted and credibility intervals for the results.
This document summarizes the results of an Ipsos poll of 2,667 Americans conducted for Reuters between April 5-9, 2019. It includes data on Americans' views on the direction of the country, the main problems facing the US, approval ratings of President Trump and Congress, partisan identification, and methodology details such as sample size and credibility intervals. Key findings include that 58% believe the country is on the wrong track, healthcare is viewed as the main problem by 21%, and Trump's approval rating is 39% with 56% disapproving.
Tom webster turks & caicos presentationAndrew Mann
This document summarizes the findings of a 2014 survey on social media usage conducted by Edison Research. Some key findings include:
- Facebook and Twitter have the highest awareness levels among social platforms at 93% and 92% respectively. Facebook also has the highest usage level at 58%.
- Younger users are more likely to use platforms like Instagram, Snapchat and Twitter, while older users prefer Facebook.
- Most frequent social media users own smartphones and check their accounts multiple times per day, with mobile access surpassing desktop usage of Facebook.
- More Facebook users feel the platform has gotten worse recently compared to those who feel it has improved, and perceive more branded content in their feeds over the past
Performics Life on Demand 2012 Summary DeckPerformics
1) The document analyzes data on social media usage. It finds that nearly all respondents have a Facebook account, over half have a YouTube account, and accounts are evenly split between 1-4 accounts.
2) It also examines posting behaviors, finding that over half of respondents post status updates at least weekly, while fewer post videos, pictures, or jokes. Women post status updates more while men post other content more.
3) Regarding content preferences, pictures are the most enjoyed from others, followed by status updates and jokes, with older users preferring pictures and links and younger preferring updates and jokes.
Advanis Survey: Future of Work Canadian ResultsAdvanis
An online survey of 925 Canadians and 905 Americans (U.S.), all adults whose jobs can be performed from home and who are currently working from home during the pandemic, was conducted by Advanis from January 18th-26th, 2021. Details are available upon request.
Top things to know about freelancers in 2018Upwork
Work is changing. Innovation in AI and robotics is already having a significant impact on our future and the jobs that our world needs. Freelancers now play a critical role in the rapid evolution of work and will continue to play a bigger role than you realize, with new research from Upwork and Freelancers Union predicting that the majority of the U.S. workforce will freelance by 2027. Take a look at what you should know about freelancers (now 36% of our workforce) as you plan ahead for the New Year.
What People Want: Accenture Public Service Citizen Survey - Wave 2accenture
What do people want from digital government? We asked thousands of citizens across six countries: Australia, France, Germany, Singapore, UK and USA. We suggest a three part agenda for decision makers in governments, public service agencies and digital government program offices: create delightful experiences, focus on public safety and leverage digital platforms to involve citizens.
This document summarizes the findings of an Ipsos poll conducted for Reuters between March 20-26, 2019. A total of 4,603 American adults, including 1,845 Democrats, 1,675 Republicans, and 665 Independents were interviewed online. The poll measured Americans' views on political issues including the direction of the country, main problems facing the US, approval ratings of President Trump, and approval of Congress. The document provides detailed tables and charts presenting the results and includes information on methodology, sample sizes, and margins of error.
The document discusses a study on employee engagement in the nonprofit sector. Some key findings from the study include:
1. Engagement and mission attachment are directly related, as employees want to work for an organization whose mission they believe in and where they feel their work contributes to advancing the organization's mission.
2. Employees value an open and organized work environment where they can participate in important decisions and have clear expectations and measures of success.
3. While most nonprofit employees surveyed were engaged, many were burned out or at risk of burnout. Factors like career development opportunities, compensation and benefits, management relations, and participatory management can impact engagement levels.
4. Only 55% of respondents planned to
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.
Freelancing in New York is the first comprehensive measure of the independent workforce in New York City. Commissioned by Freelancers Union, Upwork, and the NYC Mayor's Office of Media and Entertainment, this study surveyed 5,000 working adults in New York City. The study, launched in part to inform work at Freelancers Hub, the first City-funded effort providing dedicated coworking and training to freelancers, estimates that 1.3 million workers are freelancing — with an estimated annual economic impact of $31.4 billion in earnings from their freelance work.
Study: Employee Expectations Are Changing Due to COVID-19Sarah Jackson
The survey of 831 full-time employees found that non-essential employees only want to return to the office when COVID-19 is no longer a threat and most want a staggered return. Employees expect their employers to implement various safety measures like physical barriers and hand sanitizer before returning. They also expect benefits if they contract COVID-19 at work like paid sick leave and medical coverage. Most support legal protections for businesses if employers demonstrate accountability for employee safety and communicate honestly.
Report: How Engaged Are Employees During COVID-19?Sarah Jackson
Over 1 in 5 Canadians and Americans surveyed became unemployed, furloughed, or laid-off due to the COVID-19 pandemic, with Canadians more likely to be unemployed. While most employees feel their attitude towards work has stayed the same, around a quarter of Canadians and Americans say their productivity and collaboration with coworkers has decreased since the pandemic. Canadians and Americans working for medium or large companies were more likely to report decreases in collaboration, satisfaction, trust, and engagement with their employer compared to those at smaller companies.
Facebook costing 16-34s jobs in tough economic climate
One in ten young people have been rejected for a job because of their social media profile
We have just finished the third wave of our young people’s consumer confidence (YPCC) index, which is designed to help businesses understand what young people (16-34) think about their current and future economic and employment prospects, in both developed and growth markets.
The index covers 6000 16-34 year olds across six countries and revealed some surprising results.
Impact of social media on careers
If getting a job wasn’t hard enough in this tough economic climate the survey revealed that one in ten young people have been rejected for a job because of their social media profile.
Yet worryingly the majority (two-thirds) are not concerned that their use of social media now may harm their future career prospects and are not deterred from using it.
They are also more likely to have altered their social media profile to look good to their friends, as opposed to prospective employers.
Better education of the impact of social media is needed, to ensure young people are not making it even harder for themselves to get on the career ladder.
Consumer confidence
At the top line level consumer confidence levels amongst young people in growth markets are twice as high as the UK and US.
Young Chinese and Nigerian consumers have the overall highest confidence levels, indexing at 39, followed closely by Brazil (37) then India (37). In comparison, Britons index at just 16 and the US at 19.
Future employment
Confidence in growth markets is fuelled by optimism about their future employment prospects, with 88% firmly believing they will get a better education than their parent’s vs their counterparts in developed markets (64%). They are also more confident about earning a higher salary (89%) where as young people in developed markets are less certain (60%).
This document provides a summary of findings from an Ipsos poll conducted for Reuters between February 6-12, 2019. A total of 2,240 American adults were interviewed online, including 917 Democrats, 813 Republicans, and 321 Independents. The poll measured approval ratings for President Trump and Congress, as well as opinions on important issues facing the country. The document also describes the methodology used in the poll and provides context on Ipsos, the polling firm that conducted the survey.
Evidence from a Panel Study of Workers Who Lost a Job During the Great Recessionheldrichcenter
Results from a national sample of unemployed workers, and the differences in their responses based on whether or not they received unemployment insurance.
This document provides a summary of findings from an Ipsos poll conducted for Reuters between March 6-12, 2019. A total of 2,207 Americans were surveyed online, including 756 Democrats, 809 Republicans, and 408 Independents. The poll has a credibility interval of plus or minus 2.4% for all adults. Key findings include that 31% of Americans feel the country is heading in the right direction, while 57% feel it is on the wrong track. Healthcare is seen as the main problem facing the US by 18% of respondents. President Trump's overall approval rating is 41% with 54% disapproving.
An Ipsos poll conducted online from February 20-26, 2019 surveyed 3,514 American adults. The poll measured approval ratings for President Trump and Congress, as well as opinions on important issues. Key findings included that 41% of Americans approved of Trump's performance, while 55% disapproved. Only 23% approved of Congress overall. Healthcare, immigration, and morality were cited as the most important problems facing America. The document provided detailed data and methodology for the Ipsos poll.
This document summarizes the results of an Ipsos poll conducted online for Reuters between February 13-19, 2019 with a sample size of 3,322 American adults. Key findings include:
- 31% of respondents felt the country was heading in the right direction, while 58% felt it was on the wrong track.
- The top issues facing America were healthcare (17%), immigration (19%), and the economy (10%).
- Approval ratings for President Trump were 41% approve and 55% disapprove.
- Approval ratings for Congress were 27% approve and 65% disapprove.
This document summarizes the findings of an Ipsos poll conducted for Reuters between February 27 and March 5, 2019. It surveyed 3,269 American adults, including 1,305 Democrats, 1,158 Republicans, and 525 Independents. The poll measured approval ratings for President Trump and Congress, as well as opinions on important issues, the direction of the country, and party identification. It provides details on the sampling methodology and calculates credibility intervals to indicate the precision of the results.
This document summarizes the key findings from a survey of 1,900 remote workers around the world. The survey found that a large majority (90%) of remote workers would prefer to work remotely for the rest of their careers and encourage others to do the same (94%). The biggest benefits of remote work are flexible schedules (43%) and spending time with family (15%), while the biggest struggles are loneliness (21%), collaboration difficulties, and home distractions. Most remote workers primarily work from home (78%) and have traveled while working remotely (81%), with 43% spending 10% or less of their time traveling. A majority of remote worker respondents (70%) work remotely 100% of the time. Reported annual salaries ranged
This document summarizes the findings of an Ipsos poll conducted for Reuters from March 13-19, 2019. It surveyed 2,222 American adults, including 1,002 Democrats, 748 Republicans, and 304 Independents. The poll measured approval ratings for President Trump and Congress, as well as opinions on important issues facing the country. It also included methodology information such as how the data was weighted and credibility intervals for the results.
This document summarizes the results of an Ipsos poll of 2,667 Americans conducted for Reuters between April 5-9, 2019. It includes data on Americans' views on the direction of the country, the main problems facing the US, approval ratings of President Trump and Congress, partisan identification, and methodology details such as sample size and credibility intervals. Key findings include that 58% believe the country is on the wrong track, healthcare is viewed as the main problem by 21%, and Trump's approval rating is 39% with 56% disapproving.
Tom webster turks & caicos presentationAndrew Mann
This document summarizes the findings of a 2014 survey on social media usage conducted by Edison Research. Some key findings include:
- Facebook and Twitter have the highest awareness levels among social platforms at 93% and 92% respectively. Facebook also has the highest usage level at 58%.
- Younger users are more likely to use platforms like Instagram, Snapchat and Twitter, while older users prefer Facebook.
- Most frequent social media users own smartphones and check their accounts multiple times per day, with mobile access surpassing desktop usage of Facebook.
- More Facebook users feel the platform has gotten worse recently compared to those who feel it has improved, and perceive more branded content in their feeds over the past
Performics Life on Demand 2012 Summary DeckPerformics
1) The document analyzes data on social media usage. It finds that nearly all respondents have a Facebook account, over half have a YouTube account, and accounts are evenly split between 1-4 accounts.
2) It also examines posting behaviors, finding that over half of respondents post status updates at least weekly, while fewer post videos, pictures, or jokes. Women post status updates more while men post other content more.
3) Regarding content preferences, pictures are the most enjoyed from others, followed by status updates and jokes, with older users preferring pictures and links and younger preferring updates and jokes.
Advanis Survey: Future of Work Canadian ResultsAdvanis
An online survey of 925 Canadians and 905 Americans (U.S.), all adults whose jobs can be performed from home and who are currently working from home during the pandemic, was conducted by Advanis from January 18th-26th, 2021. Details are available upon request.
Top things to know about freelancers in 2018Upwork
Work is changing. Innovation in AI and robotics is already having a significant impact on our future and the jobs that our world needs. Freelancers now play a critical role in the rapid evolution of work and will continue to play a bigger role than you realize, with new research from Upwork and Freelancers Union predicting that the majority of the U.S. workforce will freelance by 2027. Take a look at what you should know about freelancers (now 36% of our workforce) as you plan ahead for the New Year.
What People Want: Accenture Public Service Citizen Survey - Wave 2accenture
What do people want from digital government? We asked thousands of citizens across six countries: Australia, France, Germany, Singapore, UK and USA. We suggest a three part agenda for decision makers in governments, public service agencies and digital government program offices: create delightful experiences, focus on public safety and leverage digital platforms to involve citizens.
This document summarizes the findings of an Ipsos poll conducted for Reuters between March 20-26, 2019. A total of 4,603 American adults, including 1,845 Democrats, 1,675 Republicans, and 665 Independents were interviewed online. The poll measured Americans' views on political issues including the direction of the country, main problems facing the US, approval ratings of President Trump, and approval of Congress. The document provides detailed tables and charts presenting the results and includes information on methodology, sample sizes, and margins of error.
The document discusses a study on employee engagement in the nonprofit sector. Some key findings from the study include:
1. Engagement and mission attachment are directly related, as employees want to work for an organization whose mission they believe in and where they feel their work contributes to advancing the organization's mission.
2. Employees value an open and organized work environment where they can participate in important decisions and have clear expectations and measures of success.
3. While most nonprofit employees surveyed were engaged, many were burned out or at risk of burnout. Factors like career development opportunities, compensation and benefits, management relations, and participatory management can impact engagement levels.
4. Only 55% of respondents planned to
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.
Employees are increasingly becoming activists both for and against their employers. This document analyzes research from a survey of 2,300 employees across 15 markets to understand the drivers of employee activism. The key findings are:
1) Only about 30% of employees report being deeply engaged with their employer, despite receiving many communications. Leadership, internal communications, HR practices, and CSR efforts are the main drivers of employee activism but employers underperform in these areas.
2) Social media has fueled more employee activism, both positive and negative. About 50% of employees share work-related content online and 39% have shared positive comments about their employer.
3) The research identified a segment of "employee activists" making
Aż 56% pracowników aktywnie broni swoich firm przed krytyką i odgrywa rolę ich rzeczników, zarówno online jak i offline – wynika z najnowszego badania Weber Shandwick
Here are six key insights into what matters most to employees when it comes to creating a professional culture of belonging, according to our recent research.
This document discusses employee engagement in the public sector. It begins by defining employee engagement as an emotional connection employees feel toward their organization that influences them to work harder. The document then outlines challenges to engagement for public sector employers, such as negative media coverage and criticism of government. It summarizes the results of an IPMA-HR survey that found only 47% of public employees are engaged. Key drivers of engagement included feeling a sense of accomplishment and being focused on serving the public with integrity. The document concludes by discussing ways to improve engagement, such as feeling valued, having clear goals, and recognition.
The document discusses why employees are often disengaged at work and offers solutions to improve engagement. It finds that meeting employees' core needs for physical renewal, feeling valued, having focus, and finding purpose can significantly boost performance. Companies that invest in these areas, like Costco, see benefits in the form of higher productivity, loyalty and lower turnover. Small changes like encouraging breaks, limiting meetings, and rewarding empathy can make a difference in how energized and inspired employees feel at their jobs.
The Positive Effects of Relationships at WorkO.C. Tanner
Encouraging friendships in the workplace can transform organizations by increasing productivity, motivation, and innovation. Studies show that employees with close work friends are more engaged, satisfied, and likely to feel connected to their company. Groups of friends also outperform groups of acquaintances on tasks like commitment, communication, and evaluation of ideas. When employees are highly satisfied with life at work, their individual and team output increases substantially. Fostering team-building activities and opportunities for employees to form strong relationships can spark positive changes that benefit both employees and their work.
The document discusses measuring employee engagement. It defines employee engagement as employees being fully involved in and enthusiastic about their work. Research shows that only 29% of US employees are engaged, while 54% are not engaged and 17% are disengaged. The document provides a basic engagement model and lists ways to measure engagement, such as through questionnaires. It includes a 12 question questionnaire to measure engagement on a scale of 1 to 5, with higher scores indicating better engagement.
To study the concept of job satisfaction.
To identify factor influencing employees job satisfaction
To examine the most influencing factors of employee satisfaction.
Our employee engagement infographic defines employee engagement and provides a more in-depth view by sharing the employee engagement platform that we use. It later shares improved results by having engaged employees, including engagement levels, and the ROI for Funders for LGBTQ Issues.
State of Employee Engagement Report 2016DecisionWise
A comprehensive look at employee engagement best practices from over 200 organizations around the world.
Employee engagement continues to be a top concern for executives around the world. We conducted this study to understand why engagement is important to companies and what they are doing to improve the level of engagement of their workforce.
The Human Side of Hiring - Daniel FellowsJeremy Ott
This document discusses the importance of human connection in the workplace and hiring process. It argues that building relationships with coworkers is vital for employee engagement, health, and happiness. The document provides research showing that candidates evaluate company fit and trust based on signs of human connection during recruiting. It proposes five ideas to create a more human candidate experience, including helping current employees build community, responding promptly to applicants, empowering recruiters, designing authentic connection into the process, and using data to optimize for human relationships. The overall message is that prioritizing human connection can result in happier, more productive workplaces and talent communities.
A 2013 Gallup study found that happy employees are more productive and work harder. The study examined over 150,000 employees across 2,000 teams. However, only 13% of employees surveyed globally felt engaged at their jobs. To increase engagement and happiness, employers should get feedback from employees, address their core needs of feeling valued both emotionally and physically, and focus on autonomy, purpose and recharging at work. Happy employees directly benefit companies through increased innovation, stronger teams and customer relationships, and greater commitment.
The document discusses moving employee engagement efforts into a new era by committing to lasting and meaningful change. It argues that engagement is not just an annual survey project, but rather an ongoing strategic initiative that requires attacking it from all angles throughout the year. The document provides tips for advanced data analysis, such as conducting a drivers analysis to identify the survey questions that have the biggest impact on engagement. It also stresses the importance of tailoring engagement efforts based on segmentation of employee groups.
The document discusses the importance of effectively saying "thank you" to employees in the workplace. It summarizes the results of a research study that found that just one in four employees feel they receive sufficient thanks for their work. While a simple "thank you" from their boss is the most common form of recognition, incentive schemes are not as effective if they are not linked to individual efforts. The document advocates learning how to sincerely thank employees for their individual contributions in order to boost motivation, performance, retention and the organization's reputation.
Building culture through employee engagementplugHR
This document discusses building employee engagement through organizational culture. It defines engagement as having a positive attitude, awareness of business goals, and working to improve performance. Research shows engaged employees outperform others by 20-28% and are linked to higher retention, customer service, and financial performance. Culture is the shared values and behaviors in an organization. Leaders, managers, communication, team building, recognition, and measuring progress can all help build an engaged culture with internalized commitment from employees. The goal is for employees to feel empowered, contribute to business objectives, and take pride in their organization.
Butterfly explored weekly employee happiness and engagement trends across more than 5,000 employees in the U.S. and EMEA. The following report outlines key themes and best practices for managers and HR professionals based on the data.
This document summarizes the results of a survey on employee motivation in the UK conducted in late 2015. The key findings include:
- Only 24% of employees felt motivated at work in 2015, with engagement and productivity rates in the UK being lower than the US.
- Younger employees (25-34) reported being the most motivated, while flexible working arrangements, quality tools, recognition and rewards correlated with higher motivation.
- Half of employees did not feel positively about their job in 2015, indicating most businesses are failing to motivate their workforce.
- Looking to 2016, a quarter of employees felt neutral about their job while over half may seek new roles, signaling the need for employers to prioritize motivation and retention.
Employee Motivation report January 2015 FINALBill Alexander
This document summarizes the results of a survey on employee motivation in the UK conducted in late 2015. The key findings include:
- Only 24% of employees felt motivated at work in 2015, with engagement and productivity rates in the UK being lower than the US.
- Younger employees (25-34) reported being the most motivated, while flexible working arrangements, quality tools, recognition and rewards correlated with higher motivation.
- Nearly half of employees felt neutral or negative about their job in 2015, suggesting more needs to be done by employers to motivate staff.
- The top motivators for employees were having a good work/life balance, a motivating boss, and feeling recognized for their work.
Similar to The Effect Of Work Relationships On Organizational Culture And Commitment. (20)
Remote Working in a Crisis: A Workplace Toolkit [White Paper]Sage HR
The document provides guidance for remote working and managing remote teams during a crisis. It suggests establishing frequent communication with clear expectations. Use collaboration technology to maintain connections and consider individual preferences for communication. Offer encouragement and support for wellbeing. Social interaction is important to prevent isolation, so encourage virtual informal meetings. Take care of your own wellbeing as well.
This whitepaper provides a summary of the key challenges small businesses face in managing human resources (HR) and how an HR software solution can help address these challenges. It outlines the main HR processes like recruitment, onboarding, performance management, and offboarding. It then discusses each stage of the employee journey and common roadblocks at each stage. Finally, it promotes the benefits of Sage HR software for automating HR tasks, streamlining processes, gaining insights from data, and creating better employee experiences to improve engagement and productivity.
Human Resources Gurus for Q2 2019: CakeHR’s A-Z HR Experts List for the Secon...Sage HR
We’ve got a great list of A-Z HR gurus who sure know how to get ahead of the competition (and stay there)!
Our HR gurus this time around are based internationally across 11 different countries and are working within some of the world’s most recognisable, leading organisations such as, Uber, Facebook, Google, Nike, Olympics, Volvo, Snapchat and so on; companies which regularly feature on blogs due to having top ranking HR departments that give them a competitive edge.
- Pranesh Anthapur, VP HR at Uber
- Christer Balle, Turning sales experiences into business excellence
- Mario Ceitil, Presidente da APG (Associação Portuguesa de Gestão das Pessoas)
- David D’Souza, Director at CIPD
- Cortney Erin, Head of Global Talent Intelligence & Selection at Facebook
- Amina Fouad, SPHR, HR Manager at Carrier Corporation
- Dröfn Guðmundsdóttir, Human Resource Manager at Origo
- Lisa A. Holmes MSHR, HR Executive| HR Consultant| Executive Coach| Speaker |Author of Job Hunting
- Zainab Iqbal, Consultant | Executive Search at HRSG – Innovative Business Solutions
- Volker Jacobs, CEO and Founder of TI People
- Armand Kaali-Nagy, Bildung öffnet neue Horizonte
- Sharlyn Lauby, Human Resources Management: author, writer, speaker, consultant
- Karen May, Vice President, People Development at Google
- Vasanthi Naidu, Director HR at Intel Technology India Pvt Ltd
- Michelle O’Connor (FCIPD), Group People & Culture Director at Linnaeus Group
- Sara Portelli, Head of HR, International Operations at Evolution Gaming
- Amybeth (Hale) Quinn, Technical talent sourcing, research, intelligence
- Rachel Roethlisberger, HR Manager
- Soumyasanto Sen, HR Technology, Transformation & People Analytics Leader and Advisor | Strategist Future of Work | Speaker & Writer
- Ona Teerikorpi, VP, Global Talent Acquisition at JUUL Labs
- Candace Unger, Human Resources Assistant at Remedy Intelligent Staffing
- Ambrosia (Humphrey) Vertesi, VP People Duo Security / Former VP Talent Hootsuite / Co-Founder HROS / Board Member
- Maxine Williams, Global Chief Diversity Officer at Facebook
- Sophia Xu, HR at Volvo Car Corporation
- Deepika Yadav, Self Employed at UVKA Consultant Private Limited
- Syedda Anum Zainab, HR Generalist | HR Business Partner
Let us know in the comments below, if there is a HR guru that you would like to see on our next A-Z list, that hasn’t been mentioned already.
HR Gurus for Q1 2019: The A-Z of Human Resources Experts This Quarter [Infogr...Sage HR
We are back with our popular A-Z list of HR Gurus and have a very well-rounded, diverse and inclusive mix of people, expertise and skills to show you!
We showcased some great HR experts across 2018 in our quarterly A-Z lists and also engaged with a number of our readers that highlighted HR expert’s within their own networks who had not appeared on our radar yet. So we are thankful for the feedback and excited to share some new names with you all.
Our multifaceted HR experts include professors, a global inclusion director, diversity specialists, culture transformation advisors, masters of advanced statistics, HR trend hunters, inclusive environment builders and even a stand up comedian who has used stories from his long career in HR as a way to spread humour!
Although our Q1 2019 list of A-Z HR Gurus is heavily UK based, we still have experts from all across the globe; Israel, USA, Macedonia, Russia, Latvia, China, South America, Switzerland and India, all of which collectively bring a strong focus on Diversity and Inclusion.
Learn more at www.cake.hr
A-Z HR Gurus of Q4 2018: See the Current Experts in Human Resources!Sage HR
We have developed an A-Z list of HR experts every quarter of the year to spotlight some of the human resources industry leaders for our readers to take inspiration from. So let’s take a look at which HR Gurus made our final A-Z list of 2018.
Our 2018 Q4 HR experts collectively encompass knowledge and skills across HR technology, culture, global and offshore workforce planning, transformative recruitment, org design, digitalisation and administration. But the most popular theme across the 2018 Q4 list is Change Management.
If you are looking for inspiration on how to successfully implement new initiatives, procedures or services within your business and want to develop an organisational change management strategy to support them, then our A-Z list of influencers may be able to offer up some guidance!
CakeHR Pitch Deck for Zīmolu Tops - Latvia's Most Beloved Startup Brands.Sage HR
Founded in 2012, CakeHR is a growing HR software company that streamlines attendance and performance management for customers in over 1000 cities worldwide.
Unlike older platforms which can be painfully slow and complex, our innovative and user-friendly tool is designed to be fast and enjoyable to use for employees and managers.
This improves employee engagement and identity in the company and the quality of data that they supply without the need for paperwork or spreadsheets.
> Leave Management
> Scheduling & Timesheets
> Performance Appraisals
> Onboarding & Offboarding
> Centralised Employee Directory & Database
> Recruitment Management (soon!)
> Organisational Chart
Find out more at cake.hr
CakeHR’s A-Z HR Gurus for Q2 2018: Current Experts in Human Resources [Infogr...Sage HR
This document provides an A-Z list of HR professionals and influencers along with their brief bios and social media links. It includes names like Jeanne Achille, Ita Eglite, Sehrish Iqbal, Aco Momcilovic, Fatima Qadeer, Yvette Uys, Marina Volkova, Agata Zasada, and others. The list is intended to help readers discover influential HR people to follow on platforms like LinkedIn. It concludes by stating great businesses require great HR and encourages refueling one's business with the latest HR insights.
HR Experts for Q12018: See the Gurus Who Made This Quarter’s List!Sage HR
It’s a new year, a new quarter, and so we’re taking a fresh look at the A-Z HR Gurus who are inspiring us in 2018!
So what is the focus for HR in 2018?
This year, focus is on the employee experience and culture. There’s still an on-going race to digitalize human resources and we’ve seen more organizations incorporate people analytics into their business structure. That’s not all. The Agile Organization Model and the Gig Economy is re-defining how workplaces can operate, further highlighting the importance of culture in business.
Our top twenty-six as a whole, contain leaders that are developing initiatives for creating value, generating strategic development for programmes and procedures whilst driving digitalization and culture change forward. We also continue to see numerous experts from the Baltic States thanks to the continuing developments we saw in the Nordic region towards the end of last year.
We would love to know which HR Leaders inspire you so please tell us who would make your Q1 2018 HR Guru’s list in the comment section below!
The recent Facebook-Cambridge Analytica scandal has stirred heated discussions on privacy around the globe. An estimated 87 million people are affected by the data breach. Although the majority of the affected users are in the United States, Facebook published that personal data of over 1 million users in the Philippines, United Kingdom, and Indonesia are also compromised.
For the people who ratified the General Data Protection Regulation (GDPR), the answer is a resounding NO.
As Reinis Papulis of KRONBERGS ČUKSTE DERLING points out, “today’s level of technological development and role of personal data in the provision of various services has made it impossible to ensure the protection of personal data (privacy of individuals) at an adequate level with a legal act that was adopted in the second half of the 90's.”
This has prompted the EU to overhaul its defences against data breaches. Technology changes fast and data collection is at its peak today. Out of the necessity to protect consumers and uphold data privacy, the General Data Protection Regulation is set to be in full effect beginning May 25, 2018.
The battle for data privacy is not lost. And the enforcement of GDPR shows that we can still put up a good fight against companies that treat our personal data as commodities. However, there’s still a long way ahead of us.
Introducing you to the top 112 HR Analytics experts [infographic]Sage HR
In a bid to highlight some of the best HR analytics experts currently in the industry, we have compiled an easily accessible list of top 112 HR analytical leaders for you to familiarise yourself with and use as a go-to resource for ideas.
HR Gurus A-Z List: Revisiting the Current Industry Experts for Q4 2017Sage HR
Our year-end wrap-up of the top A-Z HR pros continues to highlight experts in the Human Resources field that we believe are helping influence and shape the trends and growth of the HR function thanks to their innovative solutions, mainly in HR analytics and strategy – a topic that is extremely hot right now due to the shift in how HR operations are now being run.
A positive difference you will see between our top A-Z gurus in the previous quarter and our top A-Z gurus in Q4 2017 is a better balance of the genders.
Despite the fact most of the HR experts in our A-Z teams already have a large following, we hope that we will continue to see plenty more inspiring content on LinkedIn from the likes of Josh Bersin and the other HR experts that we have listed throughout 2017 to help motivate the rest of us in the way we run our own HR functions.
* * *
LEARN MORE AT blog.cake.hr
Human Resource’s Gurus: Picking HR’s Ultimate A-Z Team | Q3 2017Sage HR
Here we have compiled an A-Z list of HR guru’s to help you discover which influencers you really should be following right now.
It is always good to follow other experts in the Human Resources field and get inspired by new ideas whilst also keeping up to date with current real-time changes in HR trends and legislation.
The list of HR leaders and influencers that we have chosen, all have a vast background in Human Resources or promote innovative ways in how they operate HR within their business, so much so that they now have a large following from other HR professionals.
So take time to look at all of the HR leaders we have listed below; we have even added links to their LinkedIn profiles to enable you to follow them for yourselves.
Team CakeHR
➡️ www.cake.hr
Defining Your Employee Value Proposition. 34 Surprisingly Useful Questions to...Sage HR
Ready to define your EVP but don’t know where to start? We’re gonna lead you through it!
The process is actually pretty simple; all you need to do is interview your employees and analyze their answers. Find an online tool to prepare your survey. To keep you on the right path, check out 34 sample questions that will make the process a lot easier!
Once you have obtained the answers, understand the changes that need to be made in order to make the work experience appealing to all of the employees. It will take some time and investment but make sure you work towards having an effective EVP.
And remember, an EVP must be unique, relevant and compelling if it is to act as a key driver of talent attraction, engagement and retention – which is ultimately what your Employer Brand aims to do.
Introduction to the HR management software CakeHRSage HR
Founded in 2012, CakeHR is a fast growing HR software company that streamlines attendance and performance management for customers in over 1000 cities worldwide including airBaltic, CBS, BDO, Squalio, Twino and 4Finance. Unlike older platforms which can be painfully slow and complex, our innovative and user-friendly tool is designed to be fast and enjoyable to use for employees and managers. This improves employee engagement and identity in the company and the quality of data that they supply without the need for paperwork or spreadsheets.
Key functionality of the software:
- Leave management
- Scheduling and timesheets
- Performance appraisal
- Onboarding & off-boarding
- Centralised employee directory and database
- Recruitment management
- Organisational chart
Learn more by visiting www.cake.hr
Technology in HR - Human Resources Management SoftwareSage HR
The history of HR technology starts in the 1800s with Frederick Winslow Taylor, an American Engineer whose passion was to increase industry efficiency and one of the first management consultants.
Today’s digital applications are really a misnomer because they don’t simply track time off, they’re comprehensive tools that help good managers manage the time in their firms. In the process, they also save everyone involved a great deal of time, freeing them up for more important jobs.
Learn more about HR management software CakeHR here >>> cake.hr
5 Reasons Why Holacracy is Failing. Is it Time to Say Goodbye to Holacracy (a...Sage HR
Holacracy is a self-management principle founded on interconnectedness. The term was first coined in 2007 by Brian Roberts but the idea has been around for centuries.
It's only been a couple of years since Zappos adopted Holacracy. But it seems that everyone is eager to learn about the results of Hsieh's experiment. Latest speculations (mostly from the press) suggest that Holacracy is failing.
Is it?
Or maybe it only needs more time to prove its worth?
In this Slideshare story deck, we present 5 main reasons why many experts think that Holacracy is failing. And of course to make it a fair fight, we are also proud to show one big reason why we need to give Holacracy more time.
Hope you'll find this information useful!
- - -
Visit our blog for more > > > cake.hr/blog
10 Easy Ways to Unleash Your Kid's Brain PowerSage HR
Do you know that a baby is born with all the brain cells he needs when he becomes an adult?
Do you know that a baby creates 700 neural connections every second in the first 1,000 days of his life?
A study conducted by Dr. Jim Heckman, a Nobel Laureate in Economics, show that early stimulation of brain function during childhood plays a critical role in a child's social and economic success. Furthermore, the neural pathways and networks that are forged during the first 1,000 days will have lasting impacts on the person's social, emotional and mental capabilities --- very important factors which dictate the kind of lifestyle, job and social interactions he will have in the future.
For parents who want nothing but the best for their children, Dr. Heckman's research show that preschool experiences and early interactions with peers and adults provide the highest return in capital investment. The benefits of which decreases dramatically after school due to aging and several other reasons.
From an economic standpoint, these words ring true. Early childhood stimulation of brain function develops fluid abilities such as memory, reasoning, speed of thought and problem solving prowess. All of which are interrelated and foreshadows high-level brain function which is key to a happy, successful life.
In this Slideshare story deck, CakeHR is proud to present 10 easy, practical ways to develop your kid's brain power. Here you will learn about the importance of play, songs and interactive toys in early childhood brain stimulation. You will also learn that the way your respond to your child's needs and cries will have a direct effect on the development of his cognitive and emotional abilities.
Learn more about CakeHR at > > > cake.hr
How to Skyrocket Your Communication Skills - 23 Awesome Tips!Sage HR
This SlideShare will show you 23 awesome tips on how to negotiate with people around the world!
~~~
You can't expect negotiations with the French to be like negotiations with Americans, and the same holds true for every culture around the world.
British linguist Richard D. Lewis charted communication patterns as well as leadership styles and cultural identities in his book, "When Cultures Collide," which is now in a third edition. His organization offers classes in cross-cultural communication for clients like Unilever and BMW.
Although cultural generalizations can be overly reductive, Lewis, who speaks 10 languages, insists it can be done fairly. "Determining national characteristics is treading a minefield of inaccurate assessment and surprising exception. There is, however, such a thing as a national norm," he writes.
"How to Skyrocket Your Communication skills to Irresistible Levels" SlideShare presentation we made thanks to CrossCuture negotiating with people around the world!
Enjoy and share your thoughts below!
Team CAKE HR.
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
How Volkswagen Mocked Corporate Social Responsibility: “Diesel Gate” Outs Sus...Sage HR
How Volkswagen Mocked Corporate Social Responsibility:
“DieselGate” Outs Sustainable Business Sham
In September 2015, the automotive industry played witness to the largest scandal among its ranks in recent history, as Volkswagen was caught cheating with its pants down. The German car manufacturer had recently overtaken Toyota in sales, in the first half of 2015, to establish itself as the leader of the global car market. Though, this shouldn't have been a surprise to anyone, since VW was largely leading the automotive industry in terms of revenues, profits, and assets even in 2013.
The world was left with jaws agape in early September, as the German giant admitted to placing “cheat” software in roughly 11 million of its diesel-engined cars worldwide. Carried out since 2009 onwards, this subterfuge was perpetrated in an effort to deceive pollutant emissions testing in developed markets like US and EU. As investigations into the fraud continue, the primary reason seems to be that Volkswagen did not wish to install a Urea-based exhaust system marketed as AdBlue – roughly $336 per unit – into the “clean diesel” engines which they'd spent years developing for their 2009 models. In-house testing into the engines revealed that they emitted roughly 35 to 40 times the amount of nitrogen oxide, linked to smog, acid rain, asthma, and other illnesses, above the limits allowed by clean air legislation in developed nations.
Suddenly, the car manufacturer was faced with two options – go back to the drawing board and miss out on the 2009 car season, or spend exorbitant amounts of money to fix the problem by retro-fitting their engines with AdBlue. They chose option three – cheat through a “defeat device” software. Ironically, the test which ultimately uncovered the deception was carried out by independent American researchers – working for an NGO, rather than the EPA or other bigwig agencies – to show their European counterparts that diesel engines can be used with cleaner emissions. Despite their published efforts coming to light in 2014, however, the EPA was unable to make Volkswagen admit to the cheat till September 2015 – after threatening to withhold approval for VW's and Audi's 2016 diesel models.
Now, after having lost its CEO in the wake of the scandal alongwith almost a fifth of its share value, Volkswagen is looking at criminal investigations from the US and Chinese governments, a legal penalty for $18 billion for the roughly 482,000 cars it sold in US, and class-action lawsuits from owners of post-2009 VW Jetta, Golf, Beetle, and Passat, as well as similar Audi diesel models. Even though the firm has set aside roughly $7.3 billion to deal with this scandal, early projections show that this amount may be grossly insufficient.
By now, we're sure that you have a flood of unanswered questions – What are these “defeat devices”? How do they affect the car's performance?
For more visit > > > cake.hr
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Webinar - How to Craft a Winning Compensation Strategy
The Effect Of Work Relationships On Organizational Culture And Commitment.
1. RESEARCH REPORT
FALL 2014 REPORT
THE EFFECT OF WORK RELATIONSHIPS ON
ORGANIZATIONAL CULTURE AND COMMITMENT
2. Workforce Mood Tracker™ Fall 2014 Report // 2 ABOUT THE SURVEY
The Fall 2014 Workforce Mood Tracker™ survey was conducted by
Globoforce® from August 13 to 18, 2014. This is the seventh deployment
of the semi-annual survey since its launch in Spring 2011. This edition
of the survey was conducted by independent market research rm
MarketTools. The nal sample of the survey was composed of 716
randomly selected fully employed persons in the United States (aged
18 or older) who are employed at organizations with a sta size of
500 or more employees. The survey had a margin of error of +/- 3.9
percentage points at a 95 percent level of con dence.
ABOUT GLOBOFORCE
Globoforce is the leading provider of social recognition solutions,
helping companies build strong cultures of engaged employees
through the power of thanks. Named one of the Best Workplaces in
the US and Ireland by the Great Place To Work Institute, Globoforce
is trusted by some of most admired companies in the world to
inspire and energize employees and create best places to work.
Our award-winning SaaS technology and proven methodologies
empower HR and business leaders to take a modern, more strategic
approach to recognition programs. The result: measurable business
results, quali ed by increases to employee engagement, retention,
and productivity. Globoforce is co-headquartered in Southborough,
Massachusetts, and Dublin, Ireland.
3. Workforce Mood Tracker™ Fall 2014 Report // 3
EXECUTIVE SUMMARY
It is hard to underestimate the impact our co-workers have on
the experience of working for a company. Those connections can
energize or destroy the quality of our work lives. They also strongly
impact how we look back at our career and achievements. They
inspire and motivate us. They bring us closer to our companies,
and they make us want to stay.
Twice a year, we talk to fully-employed workers in the United States to gain insight into
their attitudes and perspectives on their work life. In past editions of our Workforce Mood
Tracker we have shown the power of connecting people to their peers through recognition.
Something that we’ve noticed—but had not yet explored in depth—is the powerful
relationships that underlie those work connections, or what companies can do to leverage
that shared history of recognition and camaraderie.
This report focuses on those relationships, and in particular on workplace service anniversary
awards: what about them is working, and where we have opportunities for improvement.
We looked at how service awards are impacted by the changes that technology and
social recognition have brought to the workplace. In thinking about the potential of years
of service awards, we also thought about what it means to connect with friends at work,
how recognition makes us feel, and how companies might build on those feelings to grow
commitment and loyalty.
In the rst part of this survey, we asked about work connections—the friendships and
emotional ties that connect co-workers. Then in the second part of the report, we examined
the potential impact of those ties on the service milestone experience… rst getting a sense
of where we are and then asking workers how they would like to see their milestones evolve.
These are our ndings, compiled from 716 survey respondents:
4. SUMMARY OF FINDINGS
1. Peer relationships are critical to the modern work experience. As we spend more time
at work, we are investing more, emotionally and professionally, in the relationships we
make at work. They have become central to the quality of our lives.
2. Having friends at work increases commitment to the company. Our engagement, trust
in leaders, satisfaction, and intent to stay hinge on having friends at work. The more
friends we have, the more committed we become to our companies.
3. Years of service awards that include all colleagues yield better results. Leveraging
the power of co-worker relationships, and including their stories in the milestone
experience, improves the quality of years of service programs.
4. Years of service awards with emotional impact are more e ective. When service
anniversary awards are moving or poignant experiences, they are more likely to inspire
employees and encourage them to renew their commitment to the company.
5. Social Recognition® ampli es the e ectiveness of years of service programs. Deploying
values-based recognition in addition to a years of service program makes the program
more e ective. Recent recognition ampli es the impact of milestone awards.
6. Workers yearn for a more shareable and meaningful milestone experience. There is
room for improvement in today’s milestone experiences. Employees are looking for
more shareable service awards that re ect their memories and contributions.
Workforce Mood Tracker™ Fall 2014 Report // 4
5. 1 / Peer relationships are vital to the modern work experience.
Having friends in our organizations is important to our work lives—especially for those
of us who have seen the incredible impact that peer-to-peer recognition can have on
engagement and work happiness.
Most people know instinctively that co-worker relationships matter a lot—perhaps
because most of us have experienced the impact rst-hand. In order to explore the
importance of peer relationships in the anniversary experience, we decided to rst test
that peer relationships are important to begin with.
That is indeed what we found.
We began by asking workers how much time they spend at work and whether they have
made friends through work. We found that most people spend more time with colleagues
than with their own families (Figure 1) and that 95 percent have made at least one friend
through work. (Figure 2) It is surprising to see that people are putting in so much time
with co-workers—given the advent of exible work arrangements, work from home and a
more common 30-hour work week.
Workforce Mood Tracker™ Fall 2014 Report // 5
FIGURE
EMPLOYEES SPEND MORE TIME
WITH COLLEAGUES THAN FAMILIES
FIGURE
% HAVE MADE AT LEAST ONE
FRIEND THROUGH WORK
33% 29%
Q: How many friends have you made
over the years through work?
9%
48%
27%
78%
14%
25%
0-30
hrs/wk
30-50
hrs/wk
50+
hrs/wk
Time spent
with family
Time spent
with colleagues
18%
16%
0
1-5
6-10
11-25
25+
5%
6. Workforce Mood Tracker™ Fall 2014 Report // 6
Given this large footprint of co-workers in the day-to-day lives of workers, we
looked next at the quality of these work relationships. We found that they carry a
rather high level of social capital. 87 percent of workers report that they trust their
co-workers (vs. 68 percent who report trusting company leadership). (Figure 3)
But we also found that 93 percent of respondents say it was at least somewhat
important to them that their colleagues in return have a high opinion of them—
with 19 percent citing that they found it “extremely” important. (Figure 4)
FIGURE
% TRUST THEIR COWORKERS Q: Do you trust your co-workers?
Q: Do you trust your company leadership?
11%
24%
63%
FIGURE
% VALUE THE
RESPECT OF
WORK FRIENDS
OR COLLEAGUES
Q: How important
to you is the high
opinion of your work
friends or colleagues?
For a work
anniversary our only
acknowledgement is
from an automated
system that says,
“Today is your
(blank) anniversary.”
when you clock in
for the day.
– SURVEY RESPONDENT
78%
19%
44%
1%
30%
2%
Mostly No
Extremely important
Very important
Somewhat important
Not very important
Not at all important
6%
21%
Yes
Mostly Yes
No
10%
49%
19%
Co-workers Company Leadership
7. 78% 73%
61%
Workforce Mood Tracker™ Fall 2014 Report // 7
Perhaps more revealing were the next two questions, where we looked at how much
emotional capital is being invested in work relationships. We asked respondents if
they’d ever laughed so hard they (almost) cried with co-workers (Figure 5) and asked if
co-workers had supported them during a hard time (Figure 6). In both cases a strong
majority of workers report that they are emotionally invested with their co-workers, in
good times and bad.
FIGURE
EMPLOYEES LAUGH WITH COWORKERS
FIGURE
EMPLOYEES CRY WITH
COWORKERS
Q: Have you ever
laughed so hard with
co-workers that you
(almost) cried?
Q: Has support from your colleagues
ever helped you through a hard time?
8. The qualitative story here speaks as loudly as the quantitative. We found the results
particularly powerful in the comments section for this latter question—where respondents
shared stories such as:
“My colleagues helped me nancially and emotionally when my son
was dying of cancer.”
“Two friends at work made my children still believe in Santa because
they bought them some pretty pricey items for Christmas one year
when the kids knew we didn’t have any extra money.”
“I have a friend at work who went through IVF to have a baby. This
friend has been very helpful now that I am going through the same
thing with my wife.”
“I was going through a tough time at home with my parents and I
wanted to quit, but they encouraged me to continue and work harder
to get to my goal.”
“We lost a couple of co-workers to sudden deaths and we really
supported each other.”
Workforce Mood Tracker™ Fall 2014 Report // 8
9. “There are six of us from di erent departments who have aging, frail
parents. We discuss each other’s current situation and share resources
for common issues.”
“I had emergency surgery and a co-worker took me to the doctor,
then the hospital and home via the drug store for my meds. Not sure
what I would have done without her! We remain good friends making
happy memories.”
“We are a family in our o ce. We share the good and the bad, and
sometimes things that we can’t share at home are shared here.”
Workforce Mood Tracker™ Fall 2014 Report // 9
10. Workforce Mood Tracker™ Fall 2014 Report // 10
The impact of the connections among colleagues is obvious and irrefutable.
And employees themselves recognize this. When we asked them to be re ective,
74 percent agree that they have a shared history of memories and experiences
with their current work colleagues (Figure 7), and 89 percent say that work
relationships are important for their overall quality of life. (Figure 8)
FIGURE
EMPLOYEES HAVE SHARED HISTORY
AND MEMORIES WITH COLLEAGUES
74% 26%
YES NO
Q: Do you have a shared history of memories and
experiences with your work colleagues?
We have a great
system in place to
provide recognition
for years of
service—as long
the person providing
it makes it special!
– SURVEY RESPONDENT
FIGURE
% SAY WORK RELATIONSHIPS
MATTER TO QUALITY OF LIFE
Q: How important are
work relationships to
the quality of your life?
34%
37%
18%
Extremely important
Very important
Somewhat important
Not very important
Not at all important
18%
37%
34%
2%
9%
11. 2 / Having friends at work increases commitment to the company.
Our previous nding established a baseline that proved work relationships are important
to quality of work and personal lives. We then examined the e ect these rich work
friendships have on our organizations, and in particular on the business metrics HR
watches most carefully. (There is a reason that one of the key questions Gallup uses
on their Q12 survey to determine employee engagement is “Do you have a best friend
at work.”)
The results here are somewhat dramatic. We found that those friendships actually seem
to strengthen the employee’s emotional contract with the organization as a whole.
There is a signi cant di erence in having even just one friend. Those who do not feel
connected to their organizations through their co-workers appear to be disconnected
from their organizations in every way. Those with many friends are much more deeply
connected to their companies, and indeed are almost three times more likely to say they
love working there. (Figure 9)
Workforce Mood Tracker™ Fall 2014 Report // 11
FIGURE
EMPLOYEES WITH FRIENDS ARE MORE
LIKELY TO LOVE THEIR COMPANIES
25+ Friends YES 71% NO 29%
NO 36%
YES 64%
6-25 Friends
1-5 Friends YES 45% NO 55%
No Friends YES 24% NO 76%
Q: Do you love your company?
12. Workforce Mood Tracker™ Fall 2014 Report // 12
Next, we looked at questions that impact HR’s goals to create a best-in-class
culture. Trust in leaders, for example, is one of the questions the Great Place to
Work InstituteTM measures on their surveys. Pride is also a key component they
cite in their literature. As the Great Place to Work® Institute writes: “Trust is the de ning
principle of great workplaces — created through management’s credibility, the respect
with which employees feel they are treated, and the extent to which employees expect to
be treated fairly. The degree of pride and levels of authentic connection and camaraderie
employees feel with one another are additional essential components.”
It’s clear that creating a culture that prioritizes and cultivates friendship and emotional
ties can go a long way in helping on that journey. Employees with 6 or more friends are
twice as likely to say they fully trust their company leadership (Figure 10) and three times
more likely to say they are proud of their company and co-workers than those with no
friends. (Figure 11)
FIGURE
EMPLOYEES WITH FRIENDS
ARE TWO TIMES MORE LIKELY
TO TRUST LEADERSHIP
Q: Do you trust your
company’s leadership?
10%
17%
22%
21%
25+ Friends
6-25 Friends
1-5 Friends
No Friends
FIGURE
EMPLOYEES WITH FRIENDS ARE PROUDER OF THEIR COMPANIES
14%
27%
36%
50%
25+ Friends
6-25 Friends
1-5 Friends
No Friends
Q: Are you proud of your
company and co-workers?
13. 25+ Friends YES 21% NO 79%
6-25 Friends YES 30% NO 70%
1-5 Friends YES 38% NO 62%
No Friends YES 42% NO 58%
37%
1-5 Friends
FIGURE
EMPLOYEES WITH
FRIENDS ARE LESS
LIKELY TO JUMP SHIP
69%
25+ Friends
48%
6-25 Friends
28%
No Friends
Highly Engaged
Workforce Mood Tracker™ Fall 2014 Report // 13
Retention is another key metric that is critical for HR. And unsurprisingly, turnover is
also strongly impacted by whether or not employees have formed close bonds with their
co-workers. Here we measured poachability, by asking if employees would take a job if it
were o ered. (Figure 12) Results showed that the number of friends inversely impacted
employees’ willingness to jump ship.
Finally, we examined employee engagement. The number of employees who self-identify
as highly engaged runs higher when we ask them directly. But in this case, self-identi
cation can tell us a lot about employee’s attitudes toward their own discretionary
e ort. Again, we see a strong impact on engagement when employees have even one
friend in the organization. The delta between those with no friends and those with the
largest number of friends is more than 100 percent. (Figure 13)
FIGURE
EMPLOYEES WITH FRIENDS ARE
MORE HIGHLY ENGAGED
Q: Are you proud of your company and co-workers?
Q: Would you accept
a new job if it were
o ered to you?
14. 3 / Years of service awards that include peer
participation yield better results.
Most years of service, or milestone anniversary awards, are intended to impact
employee satisfaction, loyalty, turnover and engagement. Traditionally they are a
company-to-employee or manager-to-employee based transaction, and involve
words of congratulations with the addition of a certi cate, company merchandise
(pins or plaques) or the choice of a gift from a limited selection or plateau. They
typically do not invite the participation of peers or focus on the emotional capital
built in an organization.
We looked at three areas of impact in particular: job satisfaction and engagement,
intent to leave, and the quality of the milestone anniversary itself.
We examined workers who said they had had a milestone anniversary, and
compared those who said “Yes, my company gave me an award” with those who
said “Yes my company and my peers celebrated with me.”
In all three cases there was a de nitive impact when peers were included
in the milestone experience. We looked at how appreciated overall those
employees felt. Workers are 24 percent more likely to feel appreciated if they
worked in companies where co-workers had been included in their anniversary.
(Figure 14) Likewise, employees who had peer recognition of their milestones are
more likely to say they love their jobs and their companies. (Figures 15 and 16).
They are also 21 percent more likely to identify themselves as highly engaged.
(Figure 17)
Workforce Mood Tracker™ Fall 2014 Report // 14
Anniversaries are
only recognized
with a card and
pin mailed to the
employees’ homes.
– SURVEY RESPONDENT
15. Workforce Mood Tracker™ Fall 2014 Report // 15
COWORKER PARTICIPATION IN YEARS OF SERVICE ANNIVERSARIES CORRELATES WITH:
Celebrated with Company Coworkers Celebrated with Company Only
FIGURE
FEELING MORE APPRECIATED
Q: Do you feel appreciated at work?
FIGURE
LOVING THEIR JOBS
Q: Do you love your job?
FIGURE
LOVING THEIR COMPANIES
Q: Do you love your company?
78%
FIGURE
HIGH ENGAGEMENT
Q: Which statement best describes you?
76%
59%
78%
78%
47%
78%
62%
41%
87%
63%
16. Workforce Mood Tracker™ Fall 2014 Report // 16
For the next questions, we looked speci cally at that milestone experience itself. We see
a signi cant impact on satisfaction with milestones when peers are included. Workers
were nearly three times more likely to report that the milestone experience made them
feel valued (Figure 18), 26 percent more likely to say that the milestone was a positive
experience (Figure 19), and they were more than ve times more likely to nd the
experience emotionally moving. (Figure 20)
FIGURE
EMPLOYEES FEEL MORE VALUED WHEN PEERS PARTICIPATE IN ANNIVERSARIES
Q: How did your anniversary make you feel?
FIGURE
ANNIVERSARY MILESTONES
ARE MORE POSITIVE WHEN
PEERS ARE INCLUDED
Q: Was your anniversary experience
more positive or negative?
78%
98%
Celebrated with
Company Coworkers
Celebrated with
Positive Company Only
70%
Celebrated
with Company
Coworkers
24%
Celebrated
with Company
Only
78%
It made me feel more valued
17. Workforce Mood Tracker™ Fall 2014 Report // 17
One common result companies hope to see from years of service initiatives is employee
loyalty and retention. When we asked workers about their intent to stay, those who had
milestone experiences are less likely to be job hunting. (Figure 21)
FIGURE
ANNIVERSARY MILESTONES
ARE MORE EMOTIONALLY
IMPACTFUL WHEN PEERS
ARE INCLUDED
Q: Was your last milestone
anniversary an emotional,
moving or poignant
experience for you?
FIGURE
WORKERS WITH PEERCELEBRATED MILESTONES
ARE LESS LIKELY TO JUMP SHIP
No Celebration
6%
Celebrated
with Company
At All YES 74% NO 26%
YES 66% NO 34%
YES 52% NO 48%
Celebrated with
Company Only
Celebrated with
Company
Coworkers
Q: Would you accept a new job if it were o ered to you?
Only
32%
Celebrated
with Company
Coworkers
78%
Yes, I found my milestone
moving or poignant
18. 4 / Years of service awards with emotional impact are more e ective.
In the previous nding we noted that anniversaries that include co-worker participation
are more likely to result in a more moving or poignant milestone experience.
Most of us celebrate anniversaries of some kind in our home lives—whether of our
birthdays or other important events—and those tend to be emotionally charged moment
where we re ect on how far we’ve come and our experiences along the way, and we
look toward the future. At work, however, traditional milestones rarely include this more
human, emotional quality. In fact, many respondents of this survey describe milestone
experiences delivered by mail, rubber stamp, and in one case a read out on their time
clock when they punched in for the day. They consisted of a message from the company
or gift such as a pin, and were devoid of any human component at all.
Given the body of ndings in this report, our next step was to look more carefully at
how emotion impacts the milestone experience, and indeed the experience of working
for a company.
We found that when workers report their last milestone as “an emotional, moving or
poignant experience” they are signi cantly more likely to see that anniversary as positive
(Figure 22) and three times more likely to say it made them feel more valued. (Figure 23)
But that impact resonates beyond the experience itself, as workers are more likely to
report feeling proud of their work (Figure 24) and more likely to report themselves as
highly engaged. (Figure 25)
Finally, when we asked workers if they consider a work anniversary a time to re-evaluate
their jobs and renew their commitment to the company, a strong majority of those with
emotional experiences answered yes. (Figure 26)
Workforce Mood Tracker™ Fall 2014 Report // 18
FIGURE
EMOTIONAL ANNIVERSARIES
ARE MORE POSITIVE
FOR EMPLOYEES
Q: Was your anniversary experience
more positive or negative?
95%
71%
Unemotional Anniversary
Emotional Anniversary Positive
19. EMOTIONAL ANNIVERSARIES MAKE EMPLOYEES FEEL:
Emptional Anniversary Unemotional Anniversary
78%
77%
44%
78%
89%
58%
Workforce Mood Tracker™ Fall 2014 Report // 19
FIGURE
MORE VALUED
Q: How did your anniversary
make you feel?
FIGURE
HIGHER PRIDE IN WORK
Q: Are you proud of the
work that you do?
FIGURE
HIGHER ENGAGEMENT
Q: Which statement below
best describes you?
FIGURE
MORE REFLECTIVE AND
INVITE US TO RENEW
OUR COMMITMENT
Q: Do you consider a work
anniversary a time to re-evaluate
your job and/or renew your
commitment to your company?
81%
27%
78%
68%
47%
20. 5 / Social Recognition ampli es the e ectiveness
of years of service programs.
In many ways, a service milestone anniversary is a more punctuated and potent
(albeit more predictable) form of employee recognition. Like recognition, it
is a moment of re ection on an employee’s achievement and a moment of
appreciation where we stop to say thank you.
Often, years of service e orts are done as stand-alone programs via a single
manager and not in conjunction with formal recognition e orts that tie
recognition back to company goals and values. We examined what the di erence
would look like between a stand-alone years of service e ort, and one that was
ampli ed through frequent, values-based recognition.
We looked at employees with years of service programs and then broke them
into two groups—those who had been recently recognized (within the last six
months in a formal recognition program tied to company values) and those who
had no recent recognition (and no formal recognition program).
We found that recent recognition based on values does have a signi cant
amplifying e ect on employee satisfaction with the years of service experience.
Employees were more likely to report that the experience was positive (Figure
27), and three times more likely to say that it made them feel more valued.
(Figure 28) In fact, the impact of recognition exactly mirrored the impact of an
emotional milestone experience. They were also more than ve times more likely
to report that the experience had been emotionally moving. (Figure 29)
Workforce Mood Tracker™ Fall 2014 Report // 20
On my 5th year,
we looked back on
when I fi rst started
as an apprentice and
how I have improved
and grown in my job
since. It made me
laugh to hear the
silly mistakes I
made when I was
green, but it also
made me realize
and appreciate
how patient my
co-workers were
to take the time to
teach me and pass
down the tricks of
the trade.
– SURVEY RESPONDENT
21. 95% 71%
With Recent Recognition Without Recognition
Positive
FIGURE
ANNIVERSARIES
WITH RECOGNITION
ARE MORE POSITIVE
FIGURE
ANNIVERSARIES WITH RECOGNITION MAKE EMPLOYEES FEEL MORE VALUED
78%
Q: How did your anniversary make you feel?
66% 19%
With Recent
Recognition
Without
Recognition
It made me feel more valued
Workforce Mood Tracker™ Fall 2014 Report // 21
Q: Was your anniversary
experience more positive
or negative?
FIGURE
ANNIVERSARIES WITH RECOGNITION ARE MORE EMOTIONALLY IMPACTFUL
Q: Was your last milestone anniversary an emotional, moving or poignant e experience for you?
6%
Without
Recognition
32%
With Recent
Recognition
78%
Yes, I found my milestone moving or poignant
22. Workforce Mood Tracker™ Fall 2014 Report // 22
When we asked employees for a qualitative reaction to their recent milestones,
those who had been recognized report that they are fun, they renew
commitment to the company, and they remind them why they work there.
(Figure 30) Those who had not been recognized recently had a signi cantly
dimmer view of milestones, reporting that they didn’t care or didn’t notice, or
that the anniversary is anti-climatic. (Figure 31)
FIGURE
TOP FEELINGS ASSOCIATED WITH MILESTONE
ANNIVERSARIES WITH RECENT RECOGNITION
They are fun
They renew my
commitment to
the company
FIGURE
TOP FEELINGS ASSOCIATED WITH MILESTONE
ANNIVERSARIES WITHOUT RECENT RECOGNITION
40%
40%
46%
They remind
me why I love
working here
20%
26%
37%
I don’t care
about them
They are
anti-climactic
I don’t notice
them
Only some people
are recognized on
their anniversary.
It makes those
that are not all the
more depressing.
– SURVEY RESPONDENT
23. 6 / Workers yearn for a more shareable and meaningful milestone experience.
There is a wide gulf between traditional years of service programs—which focused
mainly on the gold watch and pin—and modern service anniversary experiences. As
employers, our ROI ambitions for YOS are also growing, and we predict that, in the
future, few companies will be content to keep programs in place that are not showing
business results.
In that spirit, this survey did not simply ask employees about their
existing work culture and anniversary programs, but it also invited them
to imagine a transformed service anniversary experience, and share with
us their thoughts on the changes that are currently revolutionizing the
service milestone experience.
We began by getting a sense of the status quo. A full 77 percent of workers
surveyed had reached some sort of milestone anniversary at their jobs.
And we know from our Summer 2012 Mood Tracker ndings that 81% of
companies have some kind of YOS program in place.
We next set a baseline of expectations, and asked employees if they
thought of anniversaries as a time of re ection. Half of them said they
look at an anniversary as a time to re-evaluate their jobs and renew their
commitment to the company. (Figure 32)
FIGURE
IN EMPLOYEES SEES
AN ANNIVERSARY AS A
TIME FOR REFLECTION
Next we asked about the reality of what those moments achieve. In our previous research
we noticed that a large proportion of employees had reported that milestone anniversaries
didn’t change anything for them. In that survey, when we o ered them a wide range of
possible reactions, 51 percent told us that the award had changed nothing at all. This
time we decided to cut down the possible answers a bit and look only at whether or not
the experience made workers feel valued. 59 percent of respondents saying it changed
nothing for them, and only 36 percent felt more valued. (Figure 33)
Workforce Mood Tracker™ Fall 2014 Report // 23
Yes No
Q: Do you consider a work
anniversary a time to re-evaluate
your job and/or renew your
commitment to your company?
78%
59%
It changed nothing at all
It made me feel more valued
It made me feel less valued
5%
36%
FIGURE
% SAY TRADITIONAL
ANNIVERSARIES CHANGE
NOTHING AT ALL
Q: How did that anniversary make
you feel about your company?
24. Workforce Mood Tracker™ Fall 2014 Report // 24
We turned next to the future, and asked employees what sort of milestone celebration they
would prefer. The vast majority of workers prefer the participation of their peers—more
than twice as many as any other choice—citing shared memories and congratulations
from co-workers and managers as their choice. (Figure 34)
We asked if we could make the milestone experience more meaningful, and 65 percent
say shared stories and memories would move the needle for them, while 72 percent like
the idea of including a retrospective of their career accomplishments. (Figure 35)
FIGURE
EMPLOYEES PREFER SHARED MEMORIES AND CONGRATULATIONS
Q: Which anniversary celebration type would you most prefer?
20%
45%
Shared memories and
congratulations from
co-workers and managers
Being mentioned at an
event or meeting called
for another purpose
Private congratulations
from a manager alone
Public congratulations
from a manager
Being the guest of honor
at an event
17%
13%
6%
FIGURE
EMPLOYEES WANT A BALANCED RETROSPECTIVE
OF STORIES AND OUR WORK ACHIEVEMENTS
72%
65%
65% Want Memories
and Stories
from Co-workers
72% Want Recognition of
Career Accomplishments
Q: Would a milestone award that
included career accomplishments
make your experience
feel more meaningful?
25. Workforce Mood Tracker™ Fall 2014 Report // 25
We also asked them about the reward portion of their anniversary milestone, and the
#1 choice they made was a gift or gift card from a wide selection that would o er them
choice for their reward. (Figure 36)
And nally, we asked them, if they got a meaningful tribute, whether they would share
that tribute with their family—something that suggests both feelings of pride and a more
“sticky” lasting, and memorable experience—and 87 percent of them say that they would.
(Figure 37)
86% 14%
YES NO
FIGURE
MOST WOULD LIKE TO SHARE A
MOVING TRIBUTE AT HOME
Q: If you recieved a touching tribute from
your co-workers, would you want to
share it with your spouse or family?
78%
61%
17%
13%
9%
A gift or gift card from a
wide selection in a catalog
or website
A commemorative gift
or company logo item
(plaque, pin, trophy)
A gift from a limited selection
catalog or website
A commemorative certificate
or letter
FIGURE
EMPLOYEES PREFER A CHOICE OF GIFTS/GIFTCARDS
Q: Which anniversary
reward type would
you most prefer?
26. Workforce Mood Tracker™ Fall 2014 Report // 26
CONCLUSION
If satisfaction at work is dependent on the quality of our connections,
then the service anniversary is an opportunity to showcase those
relationships, reminding employees why they stay and inviting a
renewed sense of commitment.
Profound shifts brought by the technological, mobile and social workplace are transforming
milestone anniversaries. In our Fall 2014 Globoforce Workforce Mood Tracker, we examined
work relationships—in particular as they relate to service milestone anniversaries and
their e ectiveness. We have seen the impact of highlighting these connections during a
service anniversary—a time when many of us are inclined to be most re ective about our
career path.
There is also a strong argument in this data for companies to be more thoughtful about the
cultures they are creating, and to actively promote the development of work friendships and
emotional connections among employees. An emotionally charged anniversary milestone
clearly o ers a much more potent experience. If your goal with a years of service program
is to make employees feel more positive and valued, and to renew their emotional contract
with your organization, then tapping into the emotional currents that underlie the experience
will help you better achieve it.
When you consider that half of all employees think of an anniversary as a re ective time
where they can re-evaluate their jobs and renew their commitment to the company, it can
be considered a huge miss that many companies are not moving the needle to make their
employees feel valued by their colleagues.
If you are trying to drive metrics like engagement, retention and build a best place to work,
a key place to start will be in encouraging co-workers to establish strong emotional bonds
with one another and then including those voices in the years of service experience. As
Gallup points out in their 2012 Q12 Meta analysis: “The best managers do not subscribe to
the idea that there should be no close friendships at work; instead, they free people to get to
know one another, which is a basic human need. This, then, can in uence communication,
trust, and other outcomes.”
27. Workforce Mood Tracker™ Fall 2014 Report // 27
And nally, it is clear that years of service that come from a culture of frequent, values-based
recognition are more impactful and positive for employees. Companies should
consider running these two initiatives in tandem to gain this amplifying e ect.
From 716 respondents we uncovered the following ve ndings:
#1: Peer relationships are critical to the modern work experience.
#2: Having friends at work increases commitment to the company.
#3: Years of service awards that include all colleagues yield better results.
#4: Years of service awards with emotional impact are more e ective.
#5: Social Recognition ampli es the e ectiveness of years of service programs.
#6: Workers yearn for a more shareable and meaningful milestone experience.