Engaged Workforce

Agile and social models are changing performance management, rewards, coaching, goal-setting and development. How you engage with your workforce will directly correlate with how to maximize the productivity of employees whilst giving the best possible opportunities for development.

A Rewarding Experience

Organizations can maximize the impact of their recognition programs by offering experiential rewards.

By Christa Elliott

The research is clear—employees want to be recognized at work, and according to a 2016 Gallup poll, only 51 percent of workers are satisfied with the recognition they receive at work. But when approaches such as social recognition or monetary rewards aren’t resonating with employees, there is another option. Using experiential rewards can be an effective way to engage employees through a personalized approach, proving to them that their employer values what they bring to the table.

Often leveraged by the consumer sector to enhance loyalty programs, experience-based, non-cash rewards are now a popular employee recognition tactic. The Incentive Research Foundation’s 2016 Trends in Incentive Travel, Rewards, and Recognition study found that when it comes to large awards, most employees cited experiential travel rewards as their number one preference.

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Outside-of-the-Box Benefits

Seven perk-driven strategies to engage and retain employees. By Jeanie Heffernan A company’s greatest asset is its workforce, and that is why it is vital to equip workers with the best tools and resources to do their jobs. But today’s employees are also looking for benefits that help maintain a positive work-life balance. While traditional benefits such as medical, dental, and vision insurance might be what initially come to mind, many organizations are beginning to think outside of the box to foster a more engaged, productive, and healthier workforce. Recent iCIMS research found that 92 percent of full-time employees believe that companies offering non-traditional benefits are more likely to recruit top-tier talent. These benefits also serve as retention tools; a comprehensive benefits package gives employees a reason to stay with a company other than the paycheck. Outside-of-the-box benefits come in a variety of forms: from helping employees live healthier lives to providing opportunities for them to save money or remove some of the stress of daily life.

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Thoughtful Design

Five ways to create a workforce environment that can help increase employee happiness and productivity. By Marilyn Tyfting Think about how many hours one person can spend at work in a year or across an entire career. According to Psychology Today, the average person spends 90,000 hours at work over a lifetime, which equates roughly to more than 10 full years spent in the office. With such a significant portion of time dedicated to—and to being at—work, careful consideration should go into workplace design. When thinking about great places to work, iconic tech giant Google comes to mind for most people, with their cool primary-color-branded spaces and luxe perks that include free gourmet food, haircuts, and laundry services. But the company’s successful reputation isn’t solely based on unique benefits. Its top-employer status also stems from the meaningful support it provides its employees, and the easy access to the support that matters most to each individual team member.

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Reaching New Heights

Going through a company transition? Here’s advice on how to ensure the best from employees.

By Chatelle A. Lynch

When our organization made the decision to become an independently-owned and dedicated global cybersecurity company, we were given only six short months to transition. What made this situation even more unique is that just two years earlier, our employees had already undergone significant transformation. This was during a yearlong integration effort following an acquisition.

In April 2017, a new organization manifested with more than 7,500 employees that required new contracts, PCs, onboarding documents, benefit and compensation plans, and much, much more. I’d be lying if I said there weren’t a few sleepless nights during this period. How could HR make this as seamless as possible for employees and customers—again? Employees had just been through a significant transformation project a couple of years before. How could HR keep them engaged and focused on their business and limit distractions? In what ways could HR get employees excited about the opportunities ahead? Organizational culture—who we are and why we do what we do—served as the foundation for many of these decisions.

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The State of Staffing Services

New research reveals how HR execs are using staffing outsourcing and how providers can still improve. By Larry Basinait From background checking to skills assessment, a solid staffing provider can make a huge difference to companies looking to improve or expand their workforce. But which staffing services do organizations consider the most valuable? How are these resources being used strategically? And how far of a reach does the typical contract cover? Until recently, research on the subject was limited, but now, HRO Today has begun to answer these questions. HRO Today conducted a Baker’s Dozen satisfaction survey for staffing services providers for the first time in 2017. The survey was conducted among HR executives who use staffing providers. Study respondents were selected from HRO Today’s subscriber lists and staffing providers also supplied participants, though all responses were confidential. Each of these respondents provided unbiased information and insights into their use of outsourced services and their satisfaction with their current and/or past service providers.

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More From Learning

As the industry has evolved, organizations are beginning to link training to specific business objectives. By Amy Gurchensky Over time, there has been a shift in how buyers have leveraged outsourced learning services. The 1990s through the early 2000s has been dubbed the “traditional training” era, which consisted of formal training around assumed needs, with generalized training content that was delivered via instructors in a classroom setting. The objective of outsourcing training during this time was largely focused on cost reduction, which was typically obtained via labor arbitrage. The outsourcing relationship was characterized as very vendor/vendee. Following the traditional training period, HR executives were focused on leveraging learning business process outsourcing (BPO) services for access to best practices and expertise, with the buyer/supplier relationship viewed more as a partnership. This time period has been coined the “integrated training” era because deals often included a mixture of elements.

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Taking the Market by Brand

Much like candidates applying for jobs, the employer branding game is constantly changing.
By Christa Elliott To attract today’s top job seekers, employers need to put their best faces forward. This means not only offering competitive compensation and stellar benefits, but also cultivating an employer brand that tells candidates, “Your search is over! You belong here.” But the job market is constantly changing, and the job seekers and employees of today aren’t going to be wooed by yesterday’s branding tactics. Innovation in branding should be a strong and focused effort for maximum impact. “[Job seekers want] excitement—will this be a job or an experience?” Lori Hock, CEO Americas, Hudson says. “They want opportunities for learning, growth, cultural fit, and alignment to the company’s values.

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What Matters to Millennials?

A new research study reveals seven key preferences of younger workers.
By The Editors
With so much riding on millennials’ contributions, just how different are millennials’ expectations from those of the other generations before them? This isn’t the easiest question to answer. What makes millennials truly unique is their lifelong use of technology—they are the hashtag generation. Using mobile technology and continuously accessing social media has given them almost instant access to data and ideas—and the means to share their own. That is not the only real difference, but it’s the key difference, and it profoundly influences how they will team with others and react to all forms of communication. In order to better understand this group and how to best communicate with them, Continue reading →

Hello Employee Experience

From sourcing to exit interviews, learn ways to engage with talent throughout their entire tenure.
By Amber Hyatt
Organizations need to move beyond traditional talent management activities to create an employee journey that attracts, motivates, and connects to employee results. This is the central finding of SilkRoad’s 2017 State of Talent report.How can organizations do this? There are several steps leading HR teams can take to ensure top talent is engaged: 1. Create amazing experiences for candidates and employees 2. Move beyond talent management to excite, engage, and motivate employees 3. Blend agile performance with traditional programs 4. Closely align workforce and business outcomes 5. Leverage apps to build the best experience What’s clear from these recommendations is that organizations must say goodbye to a traditional talent management approach focused solely on processes and transactions .

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Engagement Equation

Four key differentiators map a blueprint that helps encourage employee productivity and loyalty.
By Dr. Bob Nelson
According to the Harvard Business Review, organizations spend over $720 million each year on employee engagement—which is projected to rise to over $1.5 billion per year—yet, employee engagement is at a record low. Just 30 percent of employees are currently considered engaged, according to Gallup—roughly the same percentage as when the fi rm first started measuring the topic about 20 years ago.What’s wrong with this picture? Why is increasing employee engagement so difficult? The Quest for Engagement Simply put, employee engagement is the alignment of individual and organizational goals and values to better drive both business results and personal aspirations. Ever-elusive, it seems that the more companies strive for it, the more it slips from their grasp.

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