ONBOARDING!

Onboarding Connects…

*purpose – connect with the mission and vision of the organization
*people – build relationships
*processes – learn the skills, systems, and ways of creating value (not just compliance)

“By creating positive emotions at the beginning of the company’s relationship with new hires, they want to deliver the best results and stay where they are appreciated, valued, and productive.”
Nick van Dam -The Business Results of Strategic Onboarding. Chief Learning Officer

What We Communicate…

*connect to the team
*reinforce the decision to join
*exposure to our culture
*create excitement for their first day

Onboarding…connecting to:  purpose - people - processes and resources

Does your organization have an onboarding process in place?  Have you seen this affect your production and retention rates?  If you don’t have a process established, do you see the need for one and are there plans to create one?

CELEBRATING MILESTONES

Celebrate milestones: demonstrate how your people’s great work has contributed to your organizations success.
We believe that from hire to retire, when you celebrate employees through every stage of their careers, you inspire loyalty and remind them they belong to something bigger. Something important. Something that’s making a difference.
Help your people experience a sense of unity and belonging to something bigger. Why is it so important to align your brand with the awards you give? Organization-branded items can greatly enhance the personalization of the award and create additional pride and attachment to your organization. These symbolic award options help create a sense of unity and belonging to something bigger.
A study of 10,333 people (representing a wide range of industries) were surveyed in 13 Countries to determine more about the drivers of engagement and how appreciation affect these drivers. One of the three drivers of engagement is PRIDE.
Pride “I feel a strong sense of pride when I see our organization’s brand / symbol / logo.”

Acceleration to Business Results

As our book The Carrot Principle illustrates, the greatest challenge for leaders in growing their organization is not introducing a revolutionary strategy but engaging employees in executing their current strategy. The foundational element of our Recognition Effectiveness Model stems from the research - that goal setting, communication, trust and accountability are the Basic Four elements of effective management.

So to boost engagement and create the results you're going for, recognition must have:

ALIGNMENT with what matters most in an organization - whether it's the culture, values, mission or business objectives.

IMPACT through recognizing people the right way - having inclusive programs and creating human and personal recognition experiences that are meaningful and performance based.

Is your organization seeing a positive change in the culture and meeting their mission, values and business objectives?

Do your recognition moments have ALIGNMENT and IMPACT?

Building a rewards & recognition program: One size does not fit all

Remember the baseball movie epic Field of Dreams? In it, Kevin Costner’s character, Iowa farmer Ray Kinsella, hears a voice saying, “If you build it, he will come” with the accompanying vision of a baseball diamond. Heeding the call, he plows under his cornfield in favor of the turf and “he,” Shoeless Joe Jackson, and later “they,” others from the 1919 Chicago Black Sox, do come.
Hoping that life imitates art, many HR managers and leaders hypothesize that a recognition program is as easy as 1, 2, 3: sign up with a gift vendor, put your company logo on the standard web template and begin dispensing points, gifts or other awards. That works…if your only goal is marking 1, 2 & 3 from the to-do list. In reality, once it’s built, not too many come, not too much is accomplished and sooner or later senior management starts asking, “So why are we doing recognition again?” Effectual, strategic employee recognition, like other lasting and essential objectives, is not quite that straightforward.
Having seen companies go through this for over two decades, my first piece of advice: don’t pre-suppose that you or your vendor know what solutions are best for your organization without first doing your homework. In addition, don’t let your unique circumstances be pressed into a standardized program. Your focus needs to be on working with your vendor and stakeholders to design an employee recognition solution that produces the maximum impact within your unique business environment and truly effects staff morale. But how do you do this?
A good way to start is by working through a solution design process. Do a thorough assessment of your current recognition state by reviewing relevant employee survey data, conducting focus groups and executive interviews. Next, conduct a facilitated design session where you bring all your key stakeholders together. Find a seasoned facilitator/design consultant either internally or externally who will work with you to answer a few questions like:
What are our objectives and key success factors?
What recognition program criteria will reinforce our desired objectives and goals?
What guidelines should we consider to ensure consistency and fairness across our organization?
What award currencies–cash, gift cards, points, merchandise–and what value should we use in our programs? What are the pros and cons of each?
What should be the approval process for each program, i.e. peer-to-peer vs. manager to employee, or team recognition?
How do we communicate to and train our managers and leaders so they understand the what, why and how of recognition?
How do we measure our return-on-recognition-investment (RORI)?

A key deliverable from the design session is a recognition blueprint. A good blueprint includes plans for:
Alignment and impact – Your recognition reflects your organization and aligns with your goals, objectives, mission, vision, and values.
Leadership development and training – Train your managers. Companies who invest in training deliver on average return on equity three times higher than those who don’t.
Communications – Keep recognition top of mind and bolster what’s most important at your company. With effective communications your recognition takes off; without, it pancakes.
Measurement and assessment – Focus on metrics to drive RORI and validate to your key stakeholders that strategic employee recognition is good business and can improve your bottom line. A Towers Watson study on global recognition showed that a 15% improvement in your employee engagement scores can lead to a 2% improvement in operating margin.
Awards – What award currency works best for you? How often should your people be recognized (frequency) and what percentage of your employee population should be recognized (reach)? How much should you plan to spend on awards in Year 1, 2, 3 and so on?
Ongoing impact management – After implementation and launch, you need to ensure that your solution continues to meet the ongoing goals and purposes of your strategy. Continually review and fine-tune to meet your changing needs.
Technology – Technology is important and an assumed component of any recognition program–dashboards to track activity and results in real-time, social appreciation tools to extend the reach for the recipient and great fulfillment systems. Technology will be most effective as it supports the key strategies outlined above.
Whether you develop a recognition program internally or work with a vendor, look for a stable software platform that is customized to your brand, is easy to use, and has recognition tools and reporting to assist your users, managers and administrators in their unique recognition roles.
Build your employee recognition solution the right way and they will come. You can drive sustained, positive culture change and lasting business impact.

Chris Vyse – O.C. Tanner
www.octanner.com/blog

The High Cost of Disengagement

Do you wonder how many of your employees are just showing up to pick up a paycheck? PeopleMetrics’ Employee Engagement research found that 12% of all employees are actively disengaged at work. Twelve percent may not seem like such a big deal, until you consider the myriad costs this 12% brings to your organization. According to The Economist, 84% of senior leaders say Disengaged Employees are 1 of the 3 biggest threats facing their business. Yet only 12% of them report regularly tackling the employee engagement problem—perhaps because it can be difficult to assign costs to under-performance.

This article delineates three ways that employee disengagement costs companies money.
1. Direct Cost to Employers.
Gallup has estimated that that employee disengagement costs the overall US economy as much as $350 billion every year. That’s a staggering number, but it’s hard to get motivated to tackle such an endemic problem. Instead, think about what each company loses per year: at least $2,246 per disengaged employee.

The specific expenses contributing to those numbers vary by company, but a few costs generally associated with employee disengagement include:
*Disengaged employees take more sick days and are tardy more often.
*Disengaged employees undermine the excellent work their more engaged colleagues accomplish. Constant complaining is a common characteristic of disengaged employees.
*The decreased productivity of each disengaged employee costs each employer $3,400 to $10,000 in salary, according to Gallup research.
*Missed deadlines and poor sales results are common characteristics of disengaged employees.
*Customer complaints often rise with employee disengagement. Disengaged employees create disengaged customers because frustrated workers can’t help but pass on their cynicism and negativity.

2. Low Employee Engagement and Low Company Performance. Employee disengagement definitely contributes to inadequate company performance. Dozens of linkage studies have compared companies’ employee engagement rates and business performance levels. Our own research has demonstrated that:
Highly profitable companies have 50% more Engaged employees versus unprofitable companies
Teams with high levels of Engagement sell over 20% more than teams with low Engagement
Bottom line: disengaged employees drag down overall company performance.

3. Turnover Costs to Train New Employees.
As employee disengagement grows, so does the risk of talent loss. Corporate Executive Board research has found a 13% increase in the number of high-potential employees desiring to leave their current companies in 2011. Another metric to calculate a portion of the cost of employee disengagement in your organization is to consider how many of your talented employees left in the last year. How much did you spend on training those employees? And how much will you spend to train new employees?

Conducting an Employee Engagement survey is a good way to begin evaluating engagement levels in your ranks. but it’s not enough. In fact, many employee engagement surveys end up stranded on some executive’s desk.

Has your organization taken an employee survey? What has happened since you've receieved the results?

Author: Kate Feather
*This post originally appeared on PeopleMetrics Industry News

Majority of American Workers Not Engaged in Their Jobs

According to a recent Gallup poll - Seventy-one percent of American workers are "not engaged" or "actively disengaged" in their work, meaning they are emotionally disconnected from their workplaces and are less likely to be productive. That leaves nearly one-third of American workers who are "engaged," or involved in and enthusiastic about their work and contributing to their organizations in a positive manner. This trend remained relatively stable throughout 2011.

These findings are from a special Gallup Daily tracking series conducted on an ongoing basis since the fourth quarter of 2010 to explore American workers' engagement levels. Gallup's employee engagement index is based on worker responses to 12 actionable workplace elements with proven linkages to performance outcomes, including productivity, customer service, quality, retention, safety, and profit. Further research shows significant linkages between engagement at work and health and wellbeing outcomes.
Americans' levels of engagement at work are generally consistent with Gallup's trends on workplace engagement from various studies since 2000. The current percentage of engaged employees is similar to the historical high of 30% in 2001 to 2002 and 2006 to 2007. The percentage who are actively disengaged is near the high of 20% recorded in 2007 and 2008.
Article date October 28, 2011

Communicate - Train - Build

As economic conditions slowly improve, organizations all over the world are beginning to focus on growth. But, as global organizations prepare to move forward, many say one particular challenge stands in their way: retaining top talent.

A Towers Watson survey of more than 700 global companies revealed 51 percent view the loss of key talent as the biggest obstacle to growth. An additional 38 percent cited concerns about attracting the right talent to fit their needs.

What can be done to keep top performers on board? How can your organization bring new talent to the table? In a time when salaries are frozen and budgets are tight, consider these:

• Consistent Communication – Discuss goals and expectations with employees. Recognize effort, provide constructive feedback and reward results. When workers feel their employer is vested in their career development, loyalty is the result.
• Training – Arm employees with the knowledge and support needed to do their jobs effectively and efficiently.
• Team Building – A well-planned team building workshop or program can build trust, improve morale and bolster culture.

O.C. Tanner has the tools to help you attract, develop and retain top talent. We would like to explore whether we can help to develop solution that matches your unique culture and goals with some of our best practices, maximizing results for you.