Horizon achieves desired behaviors and outcomes through a values-based, social recognition program.
By Debbie Bolla
Ask Marie Crea, director of HR for Horizon Blue Cross Blue Shield of New Jersey, how she would describe the organization, and she would tell you that it’s employee-centric. The healthcare insurance provider is in the business of ensuring quality service for its members, and that level of service is literally in the hands of its employees. So when engagement scores fell a hair under benchmark level in 2013, Crea knew it was time for HR to step it up and roll out a modernized, socially-driven recognition program with the same name.
By calling out employee efforts that tie to company purpose, organizations can drive loyalty.
By Gary Beckstrand
When anthropologists evaluate groups of people and try to define cultures, the first characteristics they look for are mutual purpose and vision, and with good reason—a unified purpose is what connects people and separates distinctive groups.
“What we need to accomplish as an organization is a challenge, and we know we have to do that through our employees.”
This is what Marie Crea, director of HR for Horizon Blue Cross Blue Shield of New Jersey, told me when we were discussing some of the drivers behind implementing their highly successful recognition program, “Step It Up.” Crea clearly has a solid understanding of the impact employees have on an organization’s bottom line and the impact that recognition has on the workforce. Research from Globoforce shows that 86 percent of employees feel recognition programs make them happier at work and 85 percent more satisfied with their jobs. Happy employees mean happy customers.
There are two keys to Horizon’s Step It Up program, which is delivered through the Achievers platform. One is its social aspect that allows peers to recognize other peers based on different tenants, including teamwork, problem solving, and everyday leadership. Crea admits even she finds it “thrilling” to be called out on the online platform for doing great work. That feeling escalates as other colleagues “like” and comment on the achievement.
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.
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.
Today’s technology allows organisations to provide instant feedback and help improve company culture and employee retention.
By Jo Faragher
Building engagement is a top-ten priority for HR, with almost 80 per cent of executives rating employee experience as very important, according to Deloitte’s Human Capital Trends research for 2017. If organisations want to improve productivity and business results, a “culture of recognition”—with regular feedback to employees and clarity on their goals—is a step in the right direction.
By Marta Chmielowicz
Can recognition programs deliver business results that directly impact the bottom line? This question has preoccupied HR professionals for years, but with the recent surge and accessibility of data, the answer is closer than ever before.
Promoting top-performers may be the best way to fill difficult vacancies.
“I’ve accepted a position with another company.”
Recognition can be a complex task but implementing an effective programme has multiple benefits.
By Belinda Sharr
Ambitious employees—no matter where they work around the globe—want their accomplishments highlighted. Recognition is an important part of the employee experience at a company, and studies have indicated that recognition is tied to great things—increased employee engagement and retention, and better business results. And what does this mean for the bottom line? In 2015, studies from Aon Hewitt found that a 5 per cent increase in employee engagement is linked to a 3 per cent increase in revenue growth in the subsequent year.
2016 EMEA iTalent Competition winner Rideau revolutionises recognition with its Vistance platform.
Picture this: It’s 2030 and your company is struggling to grow, not because the services you provide are unnecessary, but because you simply cannot find the right employees to fill your most important positions. According to Rainer Strack of The Boston Consulting Group in a recent TED talk, this scenario may become a reality.
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