Derek Irvine

Derek Irvine is Vice President, Client Strategy & Consulting Service at Globoforce, a global provider of strategic employee recognition and reward programs. In his role as a thought leader for employee recognition at Globoforce, Derek helps clients set a higher ambition for global, strategic employee recognition, leading consultative workshops and strategy setting meetings with such organizations as Avnet, Celestica, Dow Chemical, Intuit, KPMG, Logica, P&G, Symantec, and Thompson Reuters. Contact him at irvine@globoforce.com.

Articles by Derek Irvine

Rewards & Recognition

Employee Recognition Needs to Be More Sustainable Than a Fad Diet

Photo by istockphoto.com

Over cake with colleagues at a recent company celebration, I had an epiphany. Well, perhaps not an epiphany as this is a truth I’ve long known, but definitely an analogy worth sharing.

As we enjoyed cake and petits fours (they’re smaller, so fewer calories, right?), my colleagues shared their plans to “get into shape for swimsuit season,” as they called it.

New Year’s resolutions for losing weight and getting fit have long passed, so now it is time to focus on the latest quick weight loss scheme – the newest pill, the craziest fad diet.

As we all joked together, I realized that this is what many companies do with employee recognition, motivation and engagement. They try the “quick fixes” – Pizza Party Wednesdays, Bagel Fridays, Employee of the Month, and my personal favorite, some form of peer nomination with a “winner” drawn from a hat. Read more…

HR News & Trends, Rewards & Recognition

Top Employee Recognition Goals: How Many Does Your Company Embrace?

Positivegoal

WorldatWork just released its 2013 Trends in Employee Recognition report.

The timing is ideal, as earlier this week I blogged about the importance of behavior-based recognition and WorldatWork’s press release about the new report proclaims: “For the first time in the survey’s 11-year history, programs to motivate specific behavior jumped to a top-tier goal, cited by 41 percent of organizations in 2013 vs. 25 percent in 2008.”

Indeed, four of the top five recognition goals for organizations across industries are the focus of strategic, social employee recognition programs. Read more…

Culture, Rewards & Recognition

A Culture of Recognition: It’s the Challenge of Simple, But Not Easy

123RF Stock Photo

I have the honor of doing what I love for my job: I help company leaders transform their cultures into ones of appreciation and recognition.

Creating these cultures is simple – empowering everyone to “catch someone doing something good” – but that doesn’t mean it’s easy. Strengthening culture rarely is.

Recently, I read this story from Terri Robberson on the blog The HR Difference: Read more…

Culture, Talent Management

Want Business Impact? Just Balance Employee Happiness and Performance

Photo by Dreamstime

Last week I shared insight from Eventbrite Co-Founder and President Julia Hartz on the importance of helping employees understand how they personally and individually contribute to achieving the company vision.

In the same interview, Ms. Hartz also tackled a subject I’ve seen more and more in the last few months – should happy employees be our goal? Shouldn’t we, as a business, be focused on performance and results?

I like how Eventbrite arrived at the answer.

In Ms. Hartz’s words: Read more…

Culture, Leadership

Are Your Employees Up For Achieving Your Company Vision?

From istockphoto.com

What’s your company’s vision?

If that isn’t defined in so many words, what would you say is your CEO’s primary goal for your organization? Can you put it into your own words? More importantly, do you know how to contribute to achieving that vision every day?

Let me share with you a couple of examples of how company presidents feel about this issue. Read more…

Culture, Talent Management

Want More Engaged Workers? You Just Need to Help People Flourish

Engaged Employee

Last month, I wrote a post on 3 Good Reasons Why Employee Engagement Surveys Fail. I talked about the reality of your most disengaged employees being so disengaged that they’re not bothering to take your survey, thereby skewing the results.

Laurie Ruettimann, a (fellow TLNT) blogger and HR thought leader I enjoy in her Cynical Girl incarnation, added her thoughts to failed engagement surveys in a post over on Fistful of Talent.

Where I looked at failed surveys from the position of the DISengaged ignoring the survey, Laurie takes the opposite perspective, offering a strong argument for why the highly engaged ignore the survey, too. Bottom-line: they’re so happily busy and engaged, they don’t want to stop to bother with your survey.

So, if both the highly disengaged and highly engaged are ignoring your survey, where does that leave you? Read more…

Rewards & Recognition

How to Drive Better Performance Through Employee Recognition

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As regular readers can imagine, I’m a big fan of research.

Research from multiple angles and sources can lead us to better decisions and applications. In addition to the external research I make a practice to seek out (from the usual suspects of Towers Watson, Hay Group, Mercer, Deloitte, etc.), I also greatly enjoy the semi-annual research Globoforce conducts with SHRM on the employer/management take on the current state of employee engagement, retention, performance, organization culture and the like.

Our most recent survey just came out. The Spring 2013 Report – Driving Stronger Performance through Employee Recognition uncovered several interesting findings as featured in the press release about the report: Read more…

Talent Management

3 Good Reasons Why Employee Engagement Surveys Fail

Illustration by istockphoto.com

Sometimes, we need to air our HR dirty laundry.

Let’s bring into the light of day how surveys are traditionally conducted and then acted upon. Indeed, let’s stop torturing our employees with bad surveys – especially bad employee engagement surveys.

Frankly, the survey itself is rarely the problem. The questions are usually quite good in terms of defining the information you and the organization want to learn about employee attitudes, satisfaction and engagement.

Let’s look at the three most common failures of employee surveys as typically implemented today: Read more…

Culture, Talent Management

In Today’s World, All Your Employees Must be Company Strategists

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Strategy is one of my passions. I’m fortunate that helping clients formulate strategy is also my job.

Indeed, my title is Vice President, Client Strategy and Consulting. I greatly enjoy my work helping organizations of all stripes develop a strategy for proactive management of their company culture. Yet, I also believe that everyone is (or should be) strategist in their organization.

Two pieces on strategy I read last week helped me coalesce my thinking. First, from Strategy + Business comes the ideas of Cynthia Montgomery, Timken Professor of Business Administration and former chair of the strategy unit at Harvard Business School. Read more…

Leadership, Talent Management

Most Companies Fail at Innovation – But Here’s What to Do Instead

© HP_Photo - Fotolia.com

What’s the most powerful word in business today? Innovation.

Read any blog, any news source, any prospectus and you will quickly stumble over “innovation” — how the company pursues innovation, how innovative the products are, and how “innovation” is a core value of the company.

And this is all well and good because innovation truly is what propels industries and markets ever forward.

But the real question smart companies should be encouraging every employee, in every role, to ask is: “What can I do, in what I do every day, to be more innovative? How can I innovate our product, our service approach, to better serve our customers, change the market, or push the company forward?” Read more…