Editor’s Note: The holiday season is here, and TLNT will celebrate with some classic holiday posts from the past. Look for them over the next two weeks.
“Yeah, our Christmas party is on Friday night in the conference rooms. In the conference rooms! They will bring food and drinks in. Nobody wants to attend so everyone is planning on going to the area, spend maybe a half-hour, and then get out.”
One of my commute companions told me that story the other day about his company’s “Christmas party.”
It reminded me of someone telling me last year that their company made the Christmas party MANDATORY. I said to him then that if you have to make it mandatory, a loud siren should go off in someone’s head. That should show one and all that there is a bigger problem besides some celebration. Read more…
By Howard Mavity
Although Americans have celebrated some sort of Thanksgiving since 1661, Abraham Lincoln established Thanksgiving as a national holiday by proclamation on November 28, 1863.
The Thanksgiving holiday takes on more meaning when one considers that an American people, so exhausted by war, nonetheless gathered together to offer thanks.
We seldom consider the concepts of “gratitude” and “Thanksgiving” as part of our management strategy. I wrote earlier this week about reframing corporate goals so that employees can have a decent shot of being “happy at work.” So let’s talk a bit about cultivating “gratitude” in the workplace. Read more…
Low levels of employee engagement are plaguing companies today and improved rewards and recognition programs are the solution, according to Accelir’s recent Rewards & Recognition: 2014 Trends Report.
Company cuts and cost reductions, technology advances and a rapidly changing global marketplace have led to employees’ job security concerns, elevated stress levels and a lesser sense of company and job loyalty. As a result, HR professionals are challenged with low productivity, negative attitudes, increased absenteeism and reduced employee retention rates in the workplace.
Accelir’s report examines future trends in strategic employee rewards and recognition programs. The company’s summer 2013 survey showed that “less than half of companies have programs that reward workers based on performance indicators.” Read more…
Recently over on Compensation Cafe, I shared the story of one team of highly skilled professionals in one very large organization and how a sole focus (poorly implemented) on compensation as a substitute for true recognition affects their daily motivation and engagement.
Specifically, I focused on three (3) lessons learned from these bad practices:
- Moving the merit target.
- Hitting the pay range ceiling.
- “Promoting” to salary but reducing earnings. Read more…
Your company holiday events and parties are probably already on the calendar and in the serious planning stages, but where are your recognition efforts on that calendar?
Have you asked yourself what part will recognition play in your seasonal events?
Everyday recognition is important in many ways, from motivation to creating happy employees. However, when it comes to seasonal events, it’s time for you to pull out all the stops to make sure every one of your employees is heard, included, and celebrated for what they’re contributing to the team. Read more…
The 2008 recession was shocking to many for many reasons, not least of which was the failure or near failure of very large companies that had become institutions in the minds of many.
In the U.S., just one example is the auto powerhouse of the Big 3 in Detroit – Ford, General Motors (GM), and Chrysler. All three were hurting badly by the end of 2008, with two ultimately accepting bailouts from the U.S. government.
All but Ford.
What kept Ford from needing a bailout? There are several factors, including prior leveraging of its assets. But I think it’s more than just the clear-cut monetary business factors. Read more…
If you’re managing a team you might wonder what comes first: engaged and personally invested employees or productive, great work?
Or to put it another way, is an employee doing great work because they’re engaged, or will they become more engaged after doing great work?
Let’s start at the beginning: Most employees will start any position engaged and ready to work. As time goes on, either the employee will stay engaged, re-engage at a deeper level, or they will pull away to do minimal (or less than) work.
What happens at the moment of re-engagement? What’s the difference between an employee who produces great work and one who doesn’t? As a long time manager, I think the difference is how a manager recognizes their employee and motivates their everyday work. Read more…
Retaining employees within the first five years of service can be a challenge.
In fact, according to the Bureau of Labor Statistics, the average job tenure of American workers across all industries is 4.6 years, with the highest levels of retention occurring in the public sector (7.8 years) and the lowest in Leisure and Hospitality services (2.4 years). Millennial workers reported the lowest overall average tenure of 3.2 years.
In light of these trends, it is surprising to find in a recent survey conducted by Accelir that while an overwhelming majority of organizations (91 percent) utilize reward and recognition programs to honor tenure-based awards, only 12 percent include an early recognition element. Read more…
Millennials have out-sized expectations for their careers.
They have been told they can be anything and do anything according to their terms. They are conditioned to expect trophies for participation. Their work is to be both financially rewarding and soul-fulfilling. They’ve been reared on examples of college dropouts turned instant CEOs.
Feedback is interpreted as less about their performance and more about their context or environment. Read more…
I am deeply disturbed by an article by Lucy Kellaway in the Financial Times.
In it, based on research about sales people flattering customers, Kellaway concludes that public recognition is bad, and therefore, recognition of others should only be given in private.
Clearly, this is a flawed use of irrelevant research to underpin conclusions drawn based on personal experience. Read more…