Using recognition analytics and training to drive the return on engagement
Recognition improves performance. Research has shown that managers who are skilled at recognition have higher-performing staffs across a wide range of performance metrics. Research also has shown that managers who do not properly recognize employees – or fail to recognize at all or rarely recognize their people – have staffs that perform lower in a variety of employee performance outcomes. These employees tend to feel less valued and thus demonstrate lower levels of engagement and are at risk of flight.
When managers fail to recognize workers in a timely and meaningful manner, they risk depressing the performance of their teams. Therefore, organizations need a way to track recognition that is going on (or not going on) in their organization as well as the effectiveness of the recognition. Fortunately, recognition is a skill that can be learned. Managers can become better at it, and today’s technology can help identify their individual gaps and train them to become better people managers by giving proper and effective recognition to their employees. The entire process of managing recognition is analogous to Customer Relationship Management, but for employees; Rideau Recognition calls it Employee Relationship Management (ERM).
HR will have their eyes on tech, talent, and leadership development in the coming year.
By Dave Zielinski
As organizations across industries experience disruptive change, HR executives are being challenged to be increasingly agile and resourceful in their strategic planning in order to meet shifting talent and compliance demands. Because of the accelerating digital revolution, acute talent shortages, and the uncertainties associated with a new U.S. presidential administration, 2017 promises to test the ability of human resource leaders to respond to change on multiple levels.
Research outlines key factors that drive employee engagement.
By Gretchen Alarcon
“Engagement”— it’s an increasingly difﬁcult concept to deﬁne, but business leadership and HR professionals are constantly striving to ﬁnd new ways to improve employee engagement through technology, training, and employee-supervisor relationships. Yet despite their efforts, these measures are not always successful.
Build long-term employee loyalty with ongoing performance assessment and development.
As the U.K. looks at an unprecedented time for employment, one expert offers tips on how to handle workforce issues.
By The Editors
With the recent Brexit (British exit) from the European Union (EU), HR teams and employers in the U. K. now have to determine how to handle multiple issues with their employees. Similarly, HR teams in other parts of the EU need to handle any changes that will affect them as well.
How organisations can better align relocation with talent management strategy.
In today’s competitive business environment, mobility is more than just relocating employees to new markets. It means creating a global business plan around the drivers and goals for annual relocations—and looks beyond the bottom line in terms of measuring the efficiency of mobility programmes.
Dow’s Johanna Soderstrom shares the secrets to creating a global culture of appreciation.
By Debbie Bolla
Having a recognition program that’s “nice to have” was no longer enough for The Dow Chemical Company. Corporate Vice President of Human Resources and Aviation Johanna Soderstrom and her team understand the critical impact that providing meaningful recognition to their more than 50,000 employees has on the bottom line. That’s why in 2013, Dow partnered with O.C. Tanner to evolve their service-driven rewards program into one that encourages a global culture of appreciation.
We know that the readers of HRO Today magazine turn to us as a go-to resource in the HR industry that delivers trends, insights, and the top resources for all of their HR operations and service needs. In our annual resource guide, we aim to showcase providers and product vendors across 18 sectors of HR services.
Here, you will find providers of everything from recruitment process outsourcing (RPO) to benefits administration and multi-process HRO, not to mention a treasure trove of HR technology, consulting services, and other ancillary products.
We hope that our 2017 Resource Guide will serve you well as a starting point in your search for appropriate vendors.
Work-life balance is out, and HR is making way for work-life integration.
By Christa Elliott
Family life, social life, and work life—why not have it all? That’s the thought behind “work-life balance.” The term was coined in the 1980s, but the task turned out to be more demanding on workers than anyone anticipated. Luckily, there’s now a new game in town: work-life integration. Where work-life balance suggests that workers juggle and compartmentalize family, friends, and career, work-life integration rejects the idea that these things should be separated at all.
Julie Sharp, head of human resources at the Bank of Ireland, believes that in order to be truly effective, HR needs to add value by operating commercially- HR should be run as a business. Offering solutions that commercially deliver whilst ensuring employees feel valued are important tasks that every HR manager should perform. Sharp, the 2015 winner of the HRO Today CHRO of The Year Lifetime Achievement Award, spoke with HRO Today Global Magazine about leading the HR department at a global bank through the financial crisis and what she sees in the future.
HRO Today Global: What has been your biggest complex with regards to the nature of your work in the financial services industry? The economic crash, sector competitiveness, fast-paced technology developments, and increasing regulatory standards must have all been challenging issues to deal with.
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