Category: Articles on Employee Training and Development

Why is Employee Engagement Such a Hot Topic with HR Leaders?

By John Schaefer, June 12, 2015 6:30 pm

Employee Engagement seems to be front of mind with most HR Executives I meet lately. Not surprising, as dealing with an increasingly diverse workforce, challenging economy and more aggressive competitive business environment appears to be the new normal. In my 27 years helping clients improve their recognition, employee engagement and performance management programs, I continue to find that getting high engagement trickles down to a couple of key issues:

1. It’s all about perception. The effectiveness of any awards or rewards program will be directly related to how much your employees believe in your motives. In other words, the level of employee trust and belief they have in management’s genuine concern for them as human beings will grease the skids to higher levels of program acceptance, participation, results and ultimately ROI.

2. Every annual report features a letter from the CEO raving about how much he or she values their employees; “… couldn’t have done it with you you! ” language is the norm in every one of these enthusiastic messages. Unfortunately, in the hectic day to day process of running the company, this message rarely trickles down to mid and front line management, where every employee’s view of the company and their culture is formed. A short, honest and concise explanation to managers about both How and Why to use recognition is helpful in launching a program that will successfully engage the majority of your people. Email me for a copy of my Supervisor Training Program – Why Should Supervisors Care? Getting to the bottom of what they’re really thinking … What’s in it for me? We call this Making it Real!

3. Most companies use a variety of disjointed programs to recognize and reward employees. While these initiatives may be working, it’s difficult to measure costs, participation and results. A more integrated, simplified and relevant strategy will make sense to your people and be easier to manage, track and measure. This KISS method of getting the most out of your employee recognition investments will pay immediate and lasting dividends.

The attached article Rethinking Employee Engagement, prepared by Incentive Services University, will give you some things to think about regarding Employee Engagement within your organization and how an enhanced Recognition and Rewards strategy may be helpful in meeting your financial goals. Our Umbrella approach can give you some ways to better utilize your current award and reward budgets and turn what are now seen as expenses into profits.

If you have any comments, thoughts or questions, don’t hesitate to ask. Thanks for your continued interest in learning how to optimize your most important resource – people!

To learn more about Awards, Rewards and the best ways to use them to optimize our investments in your people visit http://www.SchaeferRecogntionGroup.com or email me personally at john@SchaeferRecognitionGroup.com.

Great Article on the Four, Soon to be Five, Generations in the Workplace

By John Schaefer, October 31, 2014 12:00 pm

I was recently sent a new white paper on Managing the Multigenerational Workplace by Dan Bursch, Program Director at the UNC Kenan-Flagler Business School. What I anticipated to be an other recap of what I already knew, was anything but. Burch does an excellent job of not only defining and simplifying the five generations, but showing clear and concise recruiting and recognition ideas for each. I think that you will find, as I did, that this is a balanced, complete and accurate view of where the workplace is going and how companies that embrace intergenerational communications will have a distinct advantage in the future. You can view and download the article here – http://www.kenan-flagler.unc.edu/~/media/Files/documents/executive-development/managing-the-multigenerational-workplace-white-paper.pdf

Throughout my 26 years involved in recognition, employee engagement and performance management I’ve seen a growing interest in the challenges of the multiple generations in the workplace. The fact that Millennials now out number Baby Boomers and are well on their way to representing half of the entire workforce (46% by 2020), as well as the pending influx of the new Gen Z will continue to make HR’s interest in effectively dealing with generational issues an area of growing opportunity for many years to come. Knowledge is king, so we can all benefit from understanding and embracing the differences, rather than fighting and lamenting them.

To learn more about Awards, Rewards and the best ways to use them to optimize our investments in your people visit http://www.SchaeferRecogntionGroup.com or email me personally at john@SchaeferRecognitionGroup.com.

Keynote presentation on Employee Engagement at HRMAsia Congress in Singapore

By John Schaefer, October 12, 2014 10:49 am

Last month I was honored to be invited to present the Keynote presentation at HRMAsia Congress in Singapore. What an amazing place! While it’s halfway around the word, I felt very welcomed and appreciated as part of an impressive group of experts. While everyone spoke English, I was joined on stage by accents from Asia, Europe and India … it felt very international and I hope I represented the USA appropriately.

The Asian audience is quiet and respectful, as well as hungry for new ideas on how to effectively engage employees, recognize key contributions and get the most out of their Performance Management investments. The other speakers included some very experienced HR professionals from companies like eBay, PalPay, American Express, Intel and more. Mr. Yoke Fei Phan, Group Human Resources and Administration Head at Auric Pacific Group Limited, put on a skit with two of his young employees demonstrating the difference between Gen Y and the upcoming Gen Z employee base … better get your mobile applications ready; it appears that Gen Z will do nothing that isn’t on their smart devices!

While I tweaked my message a little, my main points remained strong … it’s all about Employee Perception and the effectiveness of recognition is directly related to your level of trust, transparency, vulnerability, and whether your people believe your motives are true. Because I had two hours, I was able to lead the group in several exercises around identifying which of the Ten Levels of Workplace Disillusionment were most prevalent in their offices, Which Love Languages motivated them the most and how some of their specific recognition, employee engagement and performance management programs were working. It was a very enlightening opportunity to share how top organizations are using a combination of old-school communications and new technology to optimize their most valuable resource – people!

I want to thank my hosts for bringing me to their beautiful city and making me feel both valued and welcome. Thanks also to the many participants who make me confident that the future of the world’s workforce is going to be in good hands. Being part of the international community is humbling and I look forward to more opportunities to work with and grow in my knowledge of how the goals of improving employee behaviors toward shared goals will be one of the ways that we as a planet will emerge from our struggling economy. The future looks very bright to me!

We use this same approach to help our clients organize all of their company’s recognition, performance management, motivation and training programs into a single strategy – it’s called the Umbrella Recognition Solution.  To learn more, visit us at http://www.SchaeferRecogntionGroup.com .

What Organizations Need Now From Human Resources

By John Schaefer, August 20, 2014 9:34 am

Louis Efron has written a very timely, new article for his Forbes magazine column that it well worth your consideration, if you’re an HR executive. The changing landscape of HR has come a long way, but perhaps not yet far enough. Louis shares five keys to relevance in HR in today’s economy. It boils down to helping to define and harness corporate purpose, align with employee purpose, then measure key behaviors, skills and goals to prove ROI (Return on Investment) and ROE (Return on Engagement).

Employee Engagement is the key to everything productive in any sized company, no matter what you do, where you are or the demographic make up of your team. By first focusing on defining your corporate purpose, your organization is poised for success. By next aligning with employee who have complementary purpose, you will improve recruting effectiveness, reduce turnover costs and build the potential of a highly engaged team. Then, but identifying, tracking, measuring and reporting on the behaviors that support your purpose, mission, values, goals and objectives, your company is able to maximize ROI and ROE.

Sounds easy, but it requires a strategic approach and a comprehensive, all inclusive program. Together, Louis and I are working with clients to help them on the front end to define their purpose, plans and goals and educate their team. Then on the back end we work to coordinate all of the ways they touch employees with a single employee engagement, recognition and performance management strategy that saves money, improves results and proves both ROI and ROE.

Check out the article – http://onforb.es/1uWWibj, then feel free to contact Louis or I for more information on how may be able to help you optimize yo ur most important asset – people!

John Schaefer -America’s Employee Recognition Expert
www.SchaeferRecognitionGroup.com

What’s the Best Form of Recognition for Today’s Employees? It’s a Communications and Trust Challenge

By John Schaefer, February 5, 2014 11:07 am

If you Google “Recognition” or “Performance Management” you’ll get a ton of information and it all sounds good.  Our industry has become a very confusing place full of impressive-sounding books, expert advice, and all kinds of versions of the “new secret to recognizing and engaging today’s employees”.

Some guru’s claim that trophy-value, logoed recognition awards have the best ROI, because they can’t be shopped and have lasting, reoccurring value to employees.  Other experts claim that the secret is in top down, transparent and honest communication; everything is driving from upper management with their level of believability as the key to getting employees to bring extra effort to their work.

Still other consultants claim that in today’s workplace Peer to Peer recognition is what is valued and suggest that all you have to do is spend small amounts of money to get big results in discretionary effort.  They say that employees value the recognition of other employees more than management, because their peers are down there in the trenches with them and know what’s really going on.

Guess what? … they’re all correct, based on each expert’s background, experience and viewpoint.  People who come from the Incentive side of the industry see the value of calculated ROI based on measurable behaviors.  Those who come from a background in traditional recognition and the Service Awards side of the industry see the value of engaging employees emotionally and how love and respect leads to lower turnover, higher morale, more creativity and behaviors that lead to greater profits.  Those who come from a more academic background, the psychologists and teachers, tend to focus on the low or no cost Peer to Peer recognition tools as the best way to get the most out of employees in the workplace.

Having studied all of these theories and ideas for over 25 years, I have come to the conclusion that all of these tools need to work together, so the best possible approach to optimizing employee value is really a communications and training-based challenge.  Yes, it requires support and transparency from the top down, but Peer to Peer and Supervisor to Peer recognition is where the rubber meets the road day to day.  When presented properly, customized, logoed awards do have the most long term value, however for earned incentives, cash equivalents; travel and lifestyle awards work better for recognition of earned behaviors that can be calculated against actual dollar savings for the company.

It all trickles down to an exercise in improved communication and a properly structured approach. You must start with upper management buy in, and then move to a training-based approach that engages midlevel managers and supervisors, so they come across as enthusiastic and believable to employees. A comprehensive program will then fan out in to recognition awards that appeal to the employee’s Right Brain, creating trust and emotional engagement, and performance management rewards the appeal to the employee’s Left Brain and achieve logical, calculable results.

If you start with company Mission, Values and Goal, engage your management team first, then reach out to employees emotionally and logically, you will be able to get the most ROI from your combined recognition and incentive investments.

We call this an Umbrella Recognition Solution and it is what top performing organizations are using to optimize their most value asset – people!

I just received a great piece from Skip Weisman called The 4 Conversations.  I think that this does a great job of simplifying the communications challenge that most companies face in dealing with their employees.  Since recognition is a subset of communication, I think The 4 Conversations can be a great part of your training-based approach to a powerful recognition culture. Check it out –  #mce_temp_url#

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