10 Trends that will shape HR in 2020

one small number was perhaps the biggest news of 2019: the low unemployment rate. The tight talent market has inspired many recent employment trends, from the importance of learning to the evolution of recruiting. So long as the market continues to contract, these trends will likely deepen even as new challenges appear in 2020.​

The evolution of technology, employment law and the way work gets done will also shape 2020, according to experts who spoke to HR Dive. As the work world changes, HR professionals from every industry will face similar challenges. Below, HR Dive lays out what experts and observers forecast for the year ahead.

Several top companies ended 2019 with a series of executive departures. These included exits at McDonald’s, including former CEO Steve Easterbrook, and at LinkedIn, where former chief people officer Christina Hall stepped down. The specifics behind each departure differed, yet both reportedly involved broken internal compliance rules.

It wasn’t just one or two companies, though: Challenger, Gray & Christmas identified 2019 as having the highest number of CEO exits between January and November since the firm first started tracking the statistic in 2002. Most of these were the result of planned resignations, retirements or CEOs moving into new chief executive roles, Andrew Challenger, vice president of the firm, told HR Dive via email.

“However, many departures were due to Boards and Shareholders holding their CEOs accountable for personal or professional lapses,” he added. “We saw this with major CEO changes at Alphabet, Boeing, and McDonald’s last year.”

Scandals aren’t something that HR teams can predict, but leadership change is inevitable, and last year demonstrated the need for succession planning. Following a year of high C-suite turnover, HR teams will be challenged to develop highly comprehensive plans that provide for day-to-day continuity as well as training for new leaders. Such plans also will call for coordination with other business segments to keep company cultures and brands intact.

“These situations require HR to have a seat at the table in order to fully guide the organization through the change, communicating plans to staff and keeping disruption at a minimum after a high-level departure,” Challenger said.

Recruiters rethink their ideal candidate
Strong November job numbers indicated U.S. businesses are still experiencing a period of historically low unemployment. Though employers didn’t add as many jobs as they did at the start of 2019, it’s clear they’re still dealing with a talent market that favors job candidates.

With fewer skilled candidates to go around — particularly in areas with a high concentration of particular talent needs — employers are rethinking what the ideal candidate looks like. Recruiters looking for experts in data science, for example, largely consider previous job experience or skills tests as the best indicators of a hire’s potential over a college degree, according to recent research.

“Employers are looking at a few different factors when considering candidates for their open roles, and job seekers’ experience and skills are being assessed in new ways,” Michelle Armer, chief people officer at CareerBuilder, told HR Dive via email. “Additionally, while a college degree used to be a requirement for the majority of full-time positions, companies have started understanding that people learn in different ways.”

Across all industries, the elements that make a job candidate employable have shifted. Employers are beginning to experiment with the idea that proficiency in areas like communication, problem-solving, productivity, agility and digital literacy — among other areas — may be better indicators of performance than more traditional qualifications.

Employers bring their pipelines within
A tight talent market and persistent skills gaps will also cause employers to bring their pipelines in-house, when at all possible, according to Jason Tyszko, vice president of the Center for Education and Workforce at the U.S. Chamber of Commerce. “Companies who had the luxury of looking without [their current workforces] for a long time are having to reimagine how to promote and draw candidates from the inside,” he said. “I think you’re going to see more and more companies focusing on internal pipelines.”

This will require employers to build the infrastructure to help these internal pipelines succeed, Tyszko said. Several companies already have begun work on this; Mailchimp, for example, has grown its internship program 400% since its 2013 launch. The program serves as a strong source for junior hires, Mailchimp’s senior talent scout for University Relations previously told HR Dive.

Preparing employees to deal with massive change
Last year saw a lot of talk about an economic downturn that didn’t come to pass, but this hasn’t quieted all speculation. Experts have advised employers to anticipate change rather than be caught without a plan in the event things go south.

For HR executives, such a plan includes surveying organizational skill needs on a position-by-position basis and determining which skills are becoming outdated. It also includes more frequent discussions with managers about talent needs and future challenges.

Source : https://www.hrdive.com/news/10-trends-that-will-shape-hr-in-2020/570325/

Mindfulness at work is just a ‘band aid’ for employee stress

Practices adopted by businesses don’t help staff resolve workplace problems, research reveals

Corporate mindfulness – an approach to wellbeing that is said to improve staff performance and focus – has been dubbed nothing more than a ‘band aid’ or ‘quick fix’ in a paper from Durham University Business School.

Research conducted by Dr Mai Chi Vu for her PhD suggests mindfulness practices adopted by organisations don’t help employees resolve workplace issues, and are just a pressure-releasing technique to deal with stress that was actually caused by the company in the first place.

Researchers interviewed 24 Buddhist executives in Vietnam, and compared corporate applications of mindfulness with the traditional Buddhist principles they take inspiration from.

The study found that while Buddhist ‘right mindfulness’ is a tool used to help individuals develop themselves and problem-solve, applying such practices in workplaces is “misguided”, as no two people experience stress in the same way.

Professor Roger Gill, who supervised the study, says “corporate mindfulness has overshadowed the Buddhism-based nature of mindfulness, presenting mindfulness techniques as nothing more than a stress-release practice that is, or can be, easily misused or exploited”.

The researchers suggest that for corporate mindfulness to be effective, it needs to be implemented with compassion and in a targeted fashion, rather than across the board as a quick fix.

Source: https://www.peoplemanagement.co.uk/experts/research/mindfulness-at-work-just-a-band-aid-for-employee-stress

How To Be Happier And More Purposeful

I’ve spent the last 16 years working with CEOs and entrepreneurs to help them get clear on their purpose, get great people around them, execute their decisions and enjoy their life in the process.

The fact that you are reading this indicates that you are purposeful. The challenge for leaders is how this effectiveness leads to an enhanced quality of life.

How to be happier and more purposeful in 2020 and beyond

Author and Harvard professor David Maister says “success is enjoying your life. If you don’t enjoy what you do, the company of the people you do it with, and the impact you are making in the world… it cannot be considered success.”

A happy life is not the absence of pain. In achieving anything of significance: pain is guaranteed, but misery is optional. Anyone who has climbed Everest has been through a lot of pain. All significant achievements of meaning require the willing acceptance of the pain necessary to make the journey, to do the work, to learn the skills.

Think about what you can achieve in 10 years, not in a week. We so underestimate what we can achieve in a decade, and we so overestimate what we can achieve in a day or a week. Shift your focus to what you can achieve over the next decade. Where can your health, your relationships, your financial wellbeing, your skill mastery be in a decade? It is far more inspiring to see a decade of achievement than a weeks worth of tasks.
Think in terms of who you will become (character), not what you will have (possessions.) I have been running leadership retreats for many years now. As we come to the end of any year, one of the questions that I ask leaders to reflect and share during the retreat is “what three words represent who you will become in 2020?” It forces thinking about how I will be, rather than what I will accomplish. My three words for 2020 are Generous, Focused and Kind. What three words would you choose?
Think in terms of process goals, not results goals. I spent over a decade leading sales organisations… and we are taught not to let sales people share results, but activity. A results goal could be to grow my business by 20%. A process goal is to make two more calls per day. A results goal is to lose 10 kilograms. A process goal is to leave two bites unfinished on every plate.
Think about changes in your environment, not your willpower. If you want to eat less chocolate, don’t have it in your home. If you want to do more exercise, put your sports gear on as soon as you wake up. If want to use Facebook less, delete the app. High performers don’t have greater willpower, they remove the distractions from their life.
Don’t negotiate with your excuses. As soon as you decide to take any action, your mind will come up with reasons why not to do it. Don’t engage in this discussion. Your excuses have access to all of your intelligence and they will win.
Fix the little things, and the big things can take care of themselves. Over the last 3 years I’ve had a habit of noting down each afternoon my “love/hate” list. I note everything that has added to my enjoyment of life on the left, and everthing (and everyone) who has detracted from my life on the right. It is often small things that detract. I have acted to remove anything that consistently appears in my “hate” list from my environment.
Think why, who, how… not what, when, how…. In every Vistage CEO decision coaching process, the first question we ask is “why is this important to you?” And we will stay with this question until we truly understand why… before we move to who can help and how to execute. Start with why. Do what is important, not what is convenient.

Source : https://www.forbes.com/sites/iese/2020/01/20/how-to-be-happier-and-more-purposeful/?ss=leadership-strategy#31276e4c51e9

The Digitization vs. Digitalization of HR: Why the Difference Matters

Knowing the difference between digitization and digitalization can help you prepare a clear HR transformation strategy. In this article, we look at:

The definition of these two terms
Three reasons why the distinction is so critical for HR
Questions to ask when leveraging these ideas toward digital transformation in 2020

With technology now playing a central role in most HR functions, HR practitioners can no longer ignore the nuances of implementing HR tech. One of the questions frequently discussed is whether digitization and digitalization are really that different? If yes, where do they figure in your larger HR digital transformation blueprint? Let’s consider digitization vs. digitalization in detail and explore why you need to prioritize both for successful digital transformation.

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Learn More: 4 Thought-Provoking Insights from Deloitte’s 2019 Global Human Capital Trends Report

The Difference Between Digitization and Digitalization of HR
Digitization is the first step when implementing technology in any function, and this applies to HR as well. It involves the conversion of physical assets into a digital format to optimize existing processes – not alter/improve them dramatically.

Digitizing paper employee records in an HRIS database is a classic example of digitization in HR.

Digitalization, on the other hand, adds value through the use of technology in HR. For instance, cloud-based collaboration on G-suite makes it possible for HR stakeholders to work in a way that was impossible in the pre-digital era.

When onboarding an employee, for example, compliance, compensation, and talent management experts situated in different corners of the world can work together on a cloud platform to create the perfect onboarding experience.

While digitization only makes current processes incrementally better, digitalization changes the operating model for HR processes.

As you can see, digitization moves toward digitalization, culminating in the holistic digital transformation in HR. Starting with digitization and progressing to value addition through digitalization, companies can outline long-term strategies that factor in technologies’ optimization and transformation capabilities.

Learn More: The C-Suite’s Powerful Role in Empowering Digital Transformation

Why Knowing the Distinction Between Digitization and Digitalization Is Essential
In the last few years, HR has adopted multiple point solutions to replace paper-based/manual processes. But it is still lagging in the digitalization side of the conversation.

“In HR, digitalization is changing everything, from core functions like the way we hire and develop talent, to introducing new burdens such as raising performance,” said Brian Kropp, Group Vice President, Gartner Research & Advisory, in a recent report. “Two-thirds of business leaders told us that if their company does not digitalize more by 2020, it will no longer be competitive.”

Staying aware of the difference between digitization and digitalization is essential, considering that 88% of CHROs want to invest in multiple technologies over the next two years, according to Kropp.

Specifically, the need to distinguish digitization from digitalization boils down to three reasons:

1. It lets you visualize a sequential digital transformation strategy

Given that foundational digitization comes first, you can define a clear step-by-step blueprint for introducing technology in HR. To take a simple example, the digitization of employee records can be followed up by moving them to the cloud, adding real-time collaboration capabilities, and finally embedding an analytics layer to monitor usage – which marks the beginning of the digital transformation process of HR.

2. It enables smarter prioritization of tech investments

Not every paper/manual process needs to be retained in a digital-first company. You can replace physical candidate photos at the time of onboarding with scanned copies, but is this step necessary? Why not have the candidate send in a selfie that your HRMS automatically processes to create candidate records? Knowing the difference between digitization and digitalization helps to understand the opportunities to reduce the number of steps in a process and invest in associated technology smartly.

3. It makes your HR key performance indicators (KPIs) more accurate

Once you understand what digitization is vs. digitalization and how they fit into your larger roadmap for digital HR, you can set more accurate KPIs for transformation. For instance, instead of measuring outcomes in terms of the hours saved by using recruitment technology, your intended KPI could be to measure the increased ease of hiring or the quality of hire of new recruits. In other words, knowledge of the nuances of digital transformation in HR lets you better align HR processes to business performance.

Learn More: Fostering HR Digitization with an Entrepreneurial Approach

Final Thoughts: Why It Is Vital to Balance Both Arms of Digital Transformation
Paper processes continue to be a staple for most companies – Xerox found that 65% of 1,000+ companies in the U.S., U.K., and Germany spend $1,000–$5,000 every month on paper processes. 46% of respondents said that this leads to a significant waste of time. So, digitization continues to be necessary, even as we enter a new era of digital maturity.

On the other hand, research also suggests that revenue generation is the biggest problem for companies going digital. The goal of digitalization is to open up new business models and boost revenues. Given that revenue generation emerged as a roadblock to digital transformation in five out of nine industries surveyed by McKinsey, a stronger focus on digitalization is also necessary.

In 2020, take stock of your HR technologies to find out exactly where you stand on the digital maturity curve. Ask the following key questions:

Are there processes that can be digitized, or even replaced?
Can existing digitized processes gain from a digitalization viewpoint?
What value are these two types of initiatives adding to the company?

The goal is to define and contextualize every HR tech project, linking it to a business objective.

Source : https://www.hrtechnologist.com/articles/digital-transformation/digitization-vs-digitalization-in-hr/

The Leader As Healer – Do you see yourself leading as a healer or a warrior?

healer – a person or thing that heals
leader – a person or thing that leads
warrior – a person engaged or experienced in warfare; soldier

The future workforce and its leaders are being shaped by this generation’s traumatic events. The youngest employees entering the modern workplace have experienced or seen a significantly higher amount of trauma than past generations due to the rise of violence, school shootings, natural disasters, opioid crisis, human trafficking, and social media. Senior leaders should be prepared to mentor, train, and inspire the workforce. This can be achieved by taking a deeper look at how you currently cope with interpersonal conflict, embrace or resist change, and visualize your personal resilience.

You may benefit from spending some time determining your leadership posture. Your posture directly impacts how you handle adversities. It determines how you approach them. Do you see yourself leading as a healer or a warrior? When you envision your leadership, are you extending a helping hand or is your hand occupied with a weapon of sorts to win a perceived battle? I am not suggesting either is wrong, because we have two hands. When I ask audiences this question, the answer varies. My truth is complex and has evolved over time as many of yours have. I love to refer to myself as a healer, but as one of my students pointed out after hearing my story, I am best described as a Warrior that Heals.

My background and formative leadership years were spent serving in the military. You may as well have called it a warrior nation. I trained with warriors, was led by warriors, and was told to lead as a warrior. The only stories and narratives shared were those of the warriors. Yet, behind closed doors, many of my leaders were healers in hiding. As a young leader, this leadership duplicity was confusing.

A funny thing happened to me though. Once I left active duty, I accepted a job at a non-profit organization. My first leadership role was to lead a group of healers. I was the program manager for a child abuse prevention program and supervised a group of in-home specialists. This position required a different leadership approach and tool kit than the one I had been provided. This was twenty years ago, and can I tell you, until recently, I never gave my short stint as a leadership healer much thought. It was an oddity of sorts in my mind.

My staff and I faced some tough issues and emotionally jarring family situations. At the end of the day, a major part of my duties was to assist in healing the families we served and the people I led. It was natural to me personally, but professionally there was a sense of guilt nagging me. I had never seen this type of leadership encouraged or celebrated, yet in this environment it was necessary. I did not know this would serve as a precursor for the work I am doing now. I wish I could tell you I continued to pursue the path of the healer in my next position, but it was once again in a military setting. There were clear expectations given to me by those above me concerning the leadership they desired. A frequent criticism I have received was, “You are too nice to be in charge.”

Today, I stand before leaders encouraging them to consider the path of the healer which includes identifying and beginning the courageous work of healing organizational wounds. Often, leaders avoid the stigma of being a healer, as I previously did, thinking they need to be tough. Yet, when I accepted a senior manager role in the federal government, the director, at the time, stated that he was looking for leaders who were tough, yet kind. His expectation was for leaders to embrace both, which was personally inspiring.

I am firmly convinced our world and organizations need more healers. I am dedicating my personal energy and effort to get this assertion out.

When have you had to leverage both?
Which tendency suits you best?
Which one is needed in your current team?

I have learned, the hard way, that our leadership needs to be pliable. Every employee or team has a different set of individual needs. Your personal leadership style is not one size fits all; it will expand and shrink as needed.

Several years ago, while leading a team unsuccessfully, I woke up to the reality that my warrior ways were not working. My civilian team needed a healer. Comments on my leadership survey suggested that my military warrior ways were not effective in this setting. It was hard to read those words, because if you know me, you would know I was never the epitome of a hardcore warrior. Yet, this was the impression in my new organization.

Past wounds remained unhealed and this made some of the team resistant to changes I proposed. I had not led them into battle previously to know what injuries existed. It was an oversight on my part, costing me valuable time and trust. Winston Churchill was known to say, “Often when people are hurting in the organization, they wonder why no one sees their pain or offers to assist.” If you are leading people, it is your job to pay attention to the changes in attitudes, moods, and feelings of team members. I am not suggesting we do the work of therapists; they are trained professionals who heal the past. I am declaring that leaders heal the future. We have the privilege of doing the work of human beings, recognizing when others need support and, to the best of our abilities, attempt to provide it.

One person can change the world. Think about a person who greatly impacted you in a positive way. What did they do that made them memorable? Would you consider them a warrior or a healer? I can think of many, but the top of my list is always reserved for my grandparents. They spoke words into my life, which continue to chart a course for me. They changed the world, by the encouragement they provided me. My grandparents’ healing words continue to propel me forward.

A couple of years ago, I was overwhelmed. I had an active family with three kids, was working full time, and finishing a Ph.D. Ringing in my ears was my grandfather’s voice reminding me of a familiar childhood reference, “Baby, you got to get your lesson.” The memory of his words gave me momentum to finish strong. My doctoral work and the amazing women I interviewed have led to the bulk of what I teach and share with leaders. I managed to gather the story of senior women leaders who were unashamedly leading the charge as healers.

I encourage each of you to explore your role as “healer” in your organization. It is an often overlooked and powerful leadership strategy serving as the underpinning of high-performance teams. Team endurance is based upon the health and strength of each individual member. The leader’s ability to identify and treat wounds is critical to mission success. Change efforts stall or fail when leaders leave organizational wounds unattended.

You may be wondering what great leaders have paved the path for healing as a viable leadership option. I offer the legacy and wisdom of Nelson Mandela as a bonafide example of one who understood the need to leverage healing. Nelson Mandela fought against inequality and the oppressive apartheid regimen for much of his adult life. This ultimately led him to spend 27 years in prison. There is no doubt Nelson Mandela was a warrior as noted by his lifelong pursuit of freedom, but more impressive is his international status as a healer. Through his work of reconciliation, he touched the world’s heart and minds. While serving as the President of South Africa, he addressed his countrymen during a major transitional period, by saying:

The call now is for each of us to ask ourselves: are we doing all we can to help build the country of our dreams?

Building the country or organization of our dreams, will require leaders who heal. There is no disputing the brokenness, loneliness, and pain existing in modern-day society. Continuing to place blame is in no way leading us closer to resolution. Mandela was a successful warrior; his fight for freedom liberated millions of people. Yet, he lamented the cost of the battle and the lives lost to it. Once liberated, Mandela set his eyes on healing everyone through his direct leadership. He made no apologies for his posture or stance, because he knew the battle for peace could only be won by a healer.

Source: https://www.hr.com/en/magazines/leadership_excellence_essentials/january_2020_leadership/the-leader-as-healer_k4zbk4if.html

Predicting Voluntary Turnover Risk with People Analytics

Sit back, close your eyes, and take a moment to think about your organization. You likely have departments that run more smoothly than others. Some may have more experienced teams, and others may boast more engaged employees overall. There are warning signs of voluntary turnovers, such as few opportunities for development or advancement and below-average pay and benefits. But can you, with any degree of certainty, predict which of those departments, teams, or individual employees are most at risk of high turnover? And even if you can, do you think you would know early enough to make a significant change before the turnover occurs?

Through the use of predictive people analytics, companies can now analyze turnover risk within their organization, before it’s too late.

Low Unemployment Means High Voluntary Turnover Risk
As of November 2019, the U.S. unemployment rate was 3.6% – the lowest it’s been since 1969. That means it’s a job-seeker market with plenty of choices, especially for people with advanced degrees, and as turnover continues to plague in-demand, high-skill industries such as technology (13.2%), financial services (10.8%), and healthcare (9.4%). HR professionals even cited retention and turnover as their top challenges for the third year in a row in a recent Society for Human Resource Management (SHRM)/Workhuman Employee Recognition Survey.

That turnover is inconvenient, sure, but it’s also expensive. According to the SHRM report, the average cost to hire ranges from a little more than $4,400 up to nearly $15,000, depending on the position. While that number includes advertising the role, interviewing, and background checks, it doesn’t include the lost value the previously held position brought to the bottom line and the costs inherent in onboarding and helping a new person settle in.

Also, Deloitte says it takes 94 days to fill an opening for highly skilled positions such as engineers, researchers, and scientists, which is a long time for such a role to sit vacant in today’s fast-paced world of work. So, how do you get ahead of voluntary turnover before it happens?

How People Analytics Can Help
Many organizations do not realize the wealth of data at their fingertips, especially if they engage their people with employee recognition. Once a properly designed and funded peer-to-peer recognition program – in which employees can show gratitude and reward each other for a job well done – has been in effect for six months to a year, it begins to generate enough data to show which employees and departments are connected and engaged at work – and which aren’t. On average, if a person receives seven to 10 recognition awards spread out over 12 months, the likelihood that they will resign from their role is cut in half. Voluntary turnover rates for new hires, who are most likely to leave in the first 90 to 120 days of employment, are cut dramatically when they receive a few awards early in their tenure.

Industrial-organizational psychologists and data scientists can help organizations translate the reach, frequency, and value of this employee recognition and reward programs into tangible business outcomes. By using predictive people analytics in conjunction with the data each program generates, we can see those employee connections and how work is happening in real-time – and use that information to analyze turnover risk within an organization.

Learn More: 5 Steps to Get Started with HR Analytics

One method is to assign each individual employee a score – red, yellow, or green – that correlates to how likely that person is to leave based on their connections and activity within the organization. Leaders and managers can then see where each group falls on the scale. Teams with more “green” employees are happier and less likely to experience voluntary turnover, while teams with more “red” employees are at a higher risk of turnover.

The potential for applying these predictive analytics within organizations is nearly unlimited. In addition to the cost savings, think back to the last time a key employee unexpectedly resigned. You may have felt lost and deserted, or like you were left without a point person. How nice would it be to have the insight you need to make changes before you experience abrupt departures? Wouldn’t it feel good to know you’re creating the type of work environment in which people feel loyal, connected to company values and shared purpose, and at home with their colleagues?

Predictive people analytics paired with skilled data analysis can do that. The savings – on both finance and human level – are enormous.

Source: https://www.hrtechnologist.com/articles/hr-analytics/predicting-voluntary-turnover-risk-with-people-analytics/

2020 Vision: How To Review Your Employee Rewards And Recognition Strategy

It’s the season of performance assessments, program reviews and personal inventories. What was successful? What changes could be made in order to achieve our best potential? For some, this is a formal review process; for others, it’s a casual “gut-check”. However, you approach your process, it is healthy to take an inventory and see if you’re headed in the right direction. In this article, we’ll focus on how to perform a year-end review for employee rewards and recognition programs.

Evaluating the success of employee recognition programs is, quite literally, a full-time job. Their day-to-day routine involves analyzing data from clients’ recognition programs, comparing to benchmarks, asking questions about what worked and what didn’t, and ultimately providing recommendations about how organizations can increase the positive impact of their employee recognition programs.

If your organization has an employee recognition program, we know that this time of year you may be asking yourself, “How is it going?” So, how to conduct a review for rewards and recognition programs? Check out the top 5 “Recognition Program Review” questions. Find out what areas to focus on for improvement in 2020.
1. How Do Staff Members Perceive Recognition Experiences?
Our goal is to maximize the positive impact the recognition program has on all employees in the organization. To be effective, recognition moments must be positive and memorable.

Create recognition moments to remember with a tangible reminder after the moment has passed. This could be a physical recognition award to enjoy, a photo of the event, or a written record of the recognition.

Another practical tip: Make sure to create a comfortable environment for the individual recipient. Do you know how employees like to be recognized, whether more privately or publicly? It’s ok to ask!
2. Do Employees Know the Organization’s Core Values?
How are your organization’s values communicated? Is recognition connected to behaviors that reinforce the core values of your organization? Is the connection clearly communicated to employees? It’s important to be sure staff members get the message about how their specific contributions support the big picture goals.

Awareness of the mission, vision, and values creates a clear focus and goal for employees to achieve. Without recognition of these core values, the impact of the recognition and rewards program won’t be as great as it could be.
3. How Involved Are Managers in Recognizing Their Teams?
We’ve all heard that employees don’t leave companies. They leave managers. The reverse is also true. Companies don’t encourage people to be their best… people encourage people to be their best. How effectively does your recognition program create opportunities for managers to recognize their teams?

Time and time again, statistics prove that the more engaged managers are in the recognition program, the more willing employees are to engage as well. This includes leadership buy-in at the very top. Those in management roles love receiving recognition just as much as employees do.
4. How Can Staff Give Feedback on the Employee Experience, Including Recognition?
Consider creating a survey to measure how employees want to be recognized, awareness of the recognition program, and perception of the awards they receive. Regular employee feedback can provide insights to “determine what leads to changes in the retention and morale, for better or worse.”
5. In What Ways Does Your Organization Communicate Recognition to Employees?
Count the touchpoints your recognition program has with your staff. Think about all the ways you communicate with employees: newsletters, meetings, posters, etc. In what ways can these communication tools be infused with recognition?

It’s a great idea to lead off regular standup meetings between managers and direct reports with recognition, especially if there is a certificate or tangible item involved. This provides employees with visibility around the employee recognition program and provides managers the opportunity to lean into the core values as mentioned earlier.

Source: https://www.hr.com/en/magazines/recognition_engagement_excellence_essentials/january_2020_rewards_recognition_employee_engagement/2020-vision-how-to-review-your-employee-rewards-an_k54uxpuy.html

Execs know they need employee trust — but they don’t have a plan to build it

Dive Brief:
Nearly all chief executives (96%) responding to a recent survey said building and maintaining trust with stakeholders is a high priority, according to a Jan. 14 announcement from global leadership community YPO.
While many said the importance of trust has increased in recent years, 40% of chief executives said they find it easy to build trust with employees.
Moreover, more than 60% of respondents said they have yet to measure employee trust within their business; only a third (34%) have plans for building or maintaining employee trust.

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Dive Insight:
Employers need employee trust and buy-in for growth, but they continue to struggle to build that relationship, as study after study has demonstrated. One released last year revealed that 21% of HR leaders don’t think employees trust organizations’ leaders. Much of this distrust was based on a lack of two-way feedback between staff and management.

But according to a Peakon study, a plan for building trust can start with something as simple as saying “hello” to employees as they begin their day. The research showed that a morning greeting from managers can lead to a conversation that encourages employees to share their opinions and thoughts — a significant step toward building trust.

Employers also can build trust by taking employee concerns seriously, according to Dana Barbato, founder and CEO at InvestiPro. Speaking at ​the Society for Human Resource Management’s Employment Law and Legislative Conference last year, she suggested three ways to build trust during workplace investigations: 1) establish a consistent, transparent system for safeguarding employees’ privacy, while being open about how investigations are carried out; 2) listen actively to employees involved in investigations and request accurate information; and 3) resolve investigations in a timely manner and take corrective action.

Source : https://www.hrdive.com/news/execs-know-they-need-employee-trust-but-they-dont-have-a-plan-to-build-i/570464/

The Key Driver Of Talent Attraction, Retention, And Engagement: Recognition

Many people remember seeing these encouraging comments written on the top of their elementary school homework assignments. The friendly green ink and the accompanying colorful stickers always seemed to bring a smile to an ordinary moment during the day. Teachers make these comments to build their students’ self-esteem and to show that their hard work is noticed and appreciated. In turn, children take these words to heart, soaking up the praise and reveling in a sense of accomplishment.

It turns out an individual’s need to be recognized does not change all that much as he or she gets older. Some might find it surprising that recognition surpasses many other important motivational factors, such as adequate training, relationships with coworkers, physical working environment, and career growth. What might be most surprising is that an employee’s feelings about the recognition she receives accounts for 56 percent of the variance in her level of engagement. These results illuminate that even as adults, people still want to feel appreciated for a job well done.

To motivation expert and best-selling author Dan Pink, our findings boil down to the desire for feedback on work performance. “Much of peoples’ lives are rich and lush with feedback, but the workplace is a feedback desert,” he told me.

I couldn’t agree more. Sometimes managers are under the impression that employees think “no news is good news,” but this is certainly not the case. By and large, people try to do a good job at work. When they do, they feel it is nice to be recognized.
The Psychology of Recognition
Abraham Maslow (1908–1970) was an influential psychologist who identified the different levels of basic human needs and founded humanistic psychology. Maslow believed that all people have a strong desire to reach their full potential, called “self-actualization.” To reach this level, as the top part of the pyramid, a person must have a strong foun¬dation of the hierarchy of needs that enable the achievement of full potential. One of these needs is esteem, which includes self-confidence, self-respect, and respect from others.

The need for esteem must be satisfied in the workplace to have engagement. If this need is not satisfied, a person can become frustrated, and feel inferior, weak, helpless, and even worthless.

Tapping into recognition as an engagement driver seems simple enough, yet research has shown that many organizations’ efforts have been ineffective in this regard. Only 59 percent of employees say their supervisor lets them know when they have done a good job, revealing that many employees do not feel as though their managers acknowledge their accomplishments.

Surely more than 59 percent of managers appreciate when their employees have done a good job, so there must be a common disconnect somewhere in the process of showing Recognition.

It is important for managers to consider their employees’ perceptions of receiving recognition, and how this can differ from their own perception of giving recognition. Although managers may think they are frequently recognizing employees, many employees may not feel the same way. Numerous studies have shown millennials like to be recognized many times each day. To some tenured employees, such positive re-enforcement may come across as an indulgent and unrealistic expectation. While that belief might have been considered true many years ago, American culture has shifted dramatically over the years, causing workforce culture to change as well. For instance, millennials are famous for growing up in an era where thirteenth-place ribbons actually exist. To attract and engage this new generation, company recognition efforts must keep up with the times.

Although recognizing employees seems fairly straight¬forward, there is more structure and planning that goes into a successful Recognition program than many people might realize. It is great to tell people they have done a good job; however, it makes a difference in what they are recognized for, how they are recognized, and how often they are recognized. Creating a program that appropriately caters to all of these aspects can be challenging, but certainly worth the time and resources. Although employees no longer need smiley-face stickers on returned assignments, they do need recognition for a job well done.
Developing a Recognition Program
Recognition is Key Driver #1. A strong recognition program can be the difference-maker in an engaged workforce. In fact, it boosts engagement by 35 percent.1 Managers should create a program where incentives are aligned to elicit the desired behavior. To help simplify this process, we have compiled a list of 10 best practices for developing an organizational culture of recognition.
Best Practice 1: Define What Should Be Recognized
When establishing a recognition program, it is important for an organization to define the behaviors or outcomes that are deemed worthy of recognition. A great way to develop a guideline is for senior leadership to brainstorm a list of employee actions that contribute to the organization’s success and mission. Ideas can range from bringing in a certain amount of revenue, to receiving a positive comment from a customer, to simply volunteering to help a coworker. This list should be shared with all managers and used as a guideline for giving recognition.

Management can also create a “chance points” program using a list of recognition-worthy actions. Employees track their own efforts and earn points through their actions. At the end of the month, each point turns into a raffle ticket to win a prize.

When the desired actions or outcomes are clearly defined, employee recognition can be streamlined throughout the organization, helping to create an electric culture of recognition.
Best Practice 2: Be Sincere
All too often, companies turn recognition programs into just another task that needs regular attention. Employees can tell when a manager just “goes through the motions” of providing recognition, but has lost interest in showing genuine appreciation for staff members’ efforts. This lack of sincerity and enthusiasm can make recognition diminish in meaning, even if the reward remains the same. The reason that recognition is so powerful is because people thrive on the warm fuzzy feeling of being appreciated. If sincere appreciation is lost from a recognition program, it will no longer be effective.

Best Practice 3: Recognize in Public and in Private
Public and private recognition can be appropriate in different situations, and the best results come from employing both methods. Public Recognition is highly effective because it gives employees structure so they know what to expect. If top-performing employees are recognized at each monthly meeting, employees have a goal they can work toward. For many employees, being congratulated in front of peers can actually be the most rewarding aspect of receiving praise. Alternately, it is important for managers to keep in mind that not all people like to be the center of attention. For individuals with a meek or introverted demeanor, having all eyes suddenly turn to them in a public meeting might be painfully embarrassing. To praise employees who do not like to be in the spotlight, public recognition should be toned down so it does not end up actually hindering their engagement.

Providing private recognition can also be very effective in showing employees they are appreciated. Private Recognition is easier for managers to give more frequently, and it is as simple as a quick “on-the-spot” verbal thank you. Whether it is an e-mail, voice mail, handwritten note, or just stopping by in person, letting employees know that they have done a good job goes a long way and only takes a few moments.
Best Practice 4: Balance the Criticism
Criticism is an important factor that affects employee perception of recognition. Unfortunately, it can be common for employees to focus on the criticism they received rather than the recognition. With that in mind, managers should not shy away from providing constructive feedback because they are afraid it will hurt an employee’s feelings. Managers should, however, be aware of how criticism can adversely affect an employee’s perception of recognition efforts overall.

A common word that managers use when giving feedback is but. When you tell an employee, “You did a great job on the vast majority of this project, but . . .” it has the effect of causing the employee to forget the first part of your sentence. Oftentimes, people get upset with themselves for making mistakes, and they tend to focus on the shortcomings you have illuminated, rather than any positive feedback you may have provided. Separating positive feedback from suggestions for improvement (even just in separate sentences) is more effective in getting the proper message across.

If a manager has been providing more constructive criticism than usual, it could be a good idea to balance the criticism by increasing recognition efforts when the employee performs well. As a general rule, constructive criticism is best used to help employees improve performance, not Engagement.
Best Practice 5: When in Doubt, Ask!
The type of Recognition or reward is not a benefit if the person does not want it. It is unwise to assume all employees want the same things. Ask individual employees how they would like to be recognized. Although this is the most straightforward approach, oftentimes managers overlook the simplicity of open communication with employees. Telling employees you want to recognize them in a way that is meaningful to them shows genuine interest and appreciation in advance, which is a great first step in providing effective recognition.
Best Practice 6: Equal Does Not Necessarily Mean Fair
Employee recognition does not have to be equal. To make recognition meaningful, it needs to be appropriate for the effort or accomplishment. In a perfect world, all employees would be equally dedicated and successful, but in reality, it is unlikely that will happen. Organizations will generally have certain employees who consistently outperform others. If managers do not fairly recognize and reward these special employees, they will go elsewhere.

When I first started HR Solutions, I didn’t create bonus metrics; instead, I determined the bonuses subjectively. The people who got the best bonuses had jaw-dropping experiences when they learned the dollar amount and had absolutely no complaints. The people who got lower bonuses had an immediate inclination to grab onto the F word: favoritism. The first time someone accused me of this, I looked at the underperforming employee (who deserved a low bonus) and said, “You’re right. I do have favorites. My favorite employees are passionately engaged in their jobs and their performance results in the supreme excellence and stellar customer service outcomes.” This instantly muted the criticism.

When the organization grew, we had to switch to a more socialist method of determining bonuses. The change caused some of my “favorite” employees to leave, likely because they thought others who didn’t come near them in performance were being rewarded with bonuses they didn’t deserve. Having clear bonus metrics in place was good for ensuring that employees knew what to expect based on their performance. However, I’ve gotten the best results from generously rewarding top performers.

To cut back on perceptions of favoritism, top performers can be rewarded more frequently in private. Making employee recognition equal is a risk that is not worth taking.
Best Practice 7: Do Not Overdo It
Although employees can thrive on recognition, it is possible to have too much of a good thing. Over-recognizing can quickly dilute the meaning and heighten the risk of seeming insincere to employees. In addition, if employees are congratulated for every single task they complete, they could have little motivation to work harder or do a better job. In essence, just like many good things in life, it is best not to overindulge.
Best Practice 8: Determine Appropriate Rewards
Rewards and gifts are the cherries on top of recognition. While not always necessary, it can be a great addition to simply telling employees they have done a great job. With that in mind, the reward must be appropriate for the action or outcome. Giving a reward that is disproportionately smaller than the amount of time or effort expended can actually decrease the value of recognition, and possibly serve as a de-motivator.
Best Practice 9: Educate Employees on Your Recognition Efforts
It is important for employees to understand the importance that their organization places on Recognition and the effort managers undertake to ensure that employees are recognized. For example, if managers are privately rewarding employees with gift cards or extra paid time off (PTO) for a job well done, all staff members should be made aware of those initiatives, but they do not need to know who received what. Managers can simply state X number of gift cards were given out in February, as well as X number of “Leave Early Passes.” When employees see the whole picture of actions taken to help increase their recognition and engagement, they are much more likely to have a positive viewpoint on the Recognition they receive.

A best practice for involving employees is to ask for feedback on new initiatives they would like to see. Any changes that are made as a result of employee feedback should be clearly communicated to staff members.
Best Practice 10: Encourage Employees to Recognize One Another
To create a true culture of recognition, everyone should be involved. While senior leadership should manage organizational recognition efforts, employees should be encouraged to recognize their colleagues’ hard work as well. A best practice for involving employees is to post a whiteboard in a high-traffic area where employees can publicly recognize each other. HR Solutions has seen a great response from employees through the implementation of our “Snaps Board.” Employees regularly write on this whiteboard to congratulate one another on efforts and accomplishments. This idea can also be translated to a virtual environment through an internal intranet system. Management could also dedicate a few minutes of team meetings for employees to thank their colleagues who have recently gone above and beyond.
Recognition as Second Nature
Luckily, it is easy for managers to begin increasing Recognition immediately. A great way to start a new initiative is by setting a calendar reminder to recognize one employee each day, and increasing this number over time. Another option is to pay it forward: tell employees that each time someone thanks them, they should thank two other people. This simple concept will increase Recognition exponentially, helping everyone understand the true power of a thank you. When providing frequent recognition becomes second nature, Employee Engagement should increase as well, creating a workplace culture headed toward organizational success.

Source: https://www.hr.com/en/magazines/recognition_engagement_excellence_essentials/january_2020_rewards_recognition_employee_engagement/the-key-driver-of-talent-attraction-retention-and-_k54ufgii.html

The Formula For Successfully Scaling Your Company Culture

In less than a year, 15Five has rapidly scaled the company up from about 70 employees to over 200. It’s not entirely uncommon for many company cultures to suffer during a surge of high growth—fortunately for our company, the opposite is true.

Our company culture is now stronger than ever and was recently recognized and ranked #3 on Glassdoor’s Best Workplaces list. We even received our highest scores to date from our most recent quarterly engagement survey.

So, how did we do it?

In Episode 12 of the Best-Self Management Podcast, our Chief Culture Officer, Shane Metcalf and I talk about the ways in which we’ve successfully scaled our company culture while undergoing hyper-growth, and how your company can do the same. Fundamentally, if you want to scale your culture, leaders—you need to find mastery in the art of listening.

In this episode, we also discuss:

• How to know if your company has a strong and supportive culture, and creating feedback loops
• What the Best-Self Kickoff is and how you can use it to set expectations and set your employees up for success
• Ways to maintain a cohesive leadership team as the fortunes of business ebbs and flows
• Universal principles that any company can implement to create a thriving culture

The following is a transcribed portion of the Best-Self Management Podcast Episode 12, “The Formula for Scaling an Award-Winning Culture”:

Scaling your company culture
David: So, I’ve had this theory for years; when we were 10 or 15 people we would go out and advise companies and give talks on culture. We hadn’t scaled the company to hundreds of people at that point, but what intuitively made sense to me, and seemed to resonate with a lot of people, is that you have to create an incredibly strong center of gravity.

If you’re going to grow and double your headcount, you’re bringing in a lot of new energy and a lot of new people, so you have to have that core that people can gravitate to. I think that is fundamentally why we’ve been able to scale because we’ve built an incredibly strong center of gravity.

Shane: I hear some of our people come in and it’s a lot of, ‘oh, I have to relearn how to work. I have to decondition myself from a lot of the prior experiences I’ve had in the professional world where there wasn’t psychological safety or radical authenticity.’ Then It’s awesome when I see those people reach that three-month or six-month mark and say, ‘this is actually real. I can actually learn to trust this and work in a different way.’

David: it’s really fun to see those people come to that realization and reflect on their gratitude for the organization and who it has allowed them to become, or reading the Glassdoor reviews consistently about the incredible experiences they’ve had just from coming here into this type of environment.

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The value of creating feedback loops
Shane: I will say, it does take ongoing attention. It’s not like we don’t have breakdowns, or have people that have conflicts or don’t perform. Our approach is to address those things immediately as they’re happening, as close to real-time as possible. And to do that you need feedback loops.

Create a company culture where you’re asking people on a regular basis, ‘what’s going on?” and listening and training your managers to do that as well. That is when you’re going to be able to get more information. The screwed up thing about hierarchy is that it creates this condition where information doesn’t flow up.

That’s one of the greatest consequences of a culture of fear with a command-and-control approach to business because you create a downward pressure for truth. If I have somebody above me, I will never be telling the layer of hierarchy above me what’s really happening in a fear-based model.

The people at the top who are making the strategic decisions about the direction and velocity of the company are disconnected from the truth of what’s actually happening. So, the number one thing everyone out there needs to be doing.

If you’re listening, what you need to do is figure out how to create high levels of trust and vulnerability so that truth can flow through the entire organization more easily. Because truth-telling is what is going to set your organization free.

Empowering employees to be and become their best selves
David: Let’s talk about all those things: psychological safety, truth-telling, and vulnerability. Each of these things are attributes of the company culture we’ve created and the culture we advocate for if you want to build a world-class workplace.

So, there were a number of things we had in place already that maybe worked when we had 40, 50, or even 70 people going into the year, but we’ve scaled to 190 going on 210. What are the specific things we did this year to ensure we were going to scale successfully?

Shane: To start with one of our values, and it’s not one of our core values but it’s an operating principle which is that we want people to be and become their best selves. If we’re going to boil our entire philosophy and purpose for existing, it’s that we exist to create world-class workplaces by helping people be and become their best selves. That’s it. Game over. If you do that and find practices that help you accomplish that, you are going to win.

Now, for 15Five, I want people to come into this organization, show that we authentically care about them as human beings, that we see them for the dynamic and complex person they are—not just a product manager or engineer— and we do that through putting attention on them and creating opportunities for them to learn about their own strengths. Through these exercises in getting to know themselves, they learn what their true potential is, and ultimately what they really want…

Organizations are in a constant flow of change, and if you ignore the valuable feedback given to you by your employees your business can become dangerously at risk of crumbling. Remaining still in business is not an option, so in order to scale your solutions, a company must listen, engage, and act in a timely manner.

How can you uncover the true values and purpose of your organization so that you could scale up while maintaining company culture? Share in the comments!

David Hassell, CEO of 15Five
David Hassell is a business columnist, speaker, and serial entrepreneur who believes that when leaders institute cultural practices that support each person in being and becoming their best self, high performance and uncommon loyalty naturally result. As co-founder and CEO of 15Five, David created the science-inspired Best-Self Management methodology that helps leaders and managers address the hidden factors that stimulate sustainable growth and development – things like intrinsic motivation, growth mindset, strengths, and psychological safety in the workplace. David has been featured in The Wall Street Journal, Inc., Entrepreneur, Fast Company, and Wired. Follow him on Twitter @dhassell.

Shane Metcalf, CCO of 15Five
Shane Metcalf is a keynote speaker on building a world class workplace and one of the world’s leading pioneers in the space of cultural engineering and positive psychology. His insights have been featured in Inc, Fast Company, Washington Post, and Tech Crunch. As the Co-founder of 15Five, Shane and his team support HR Executives with data-driven continuous performance management. 15Five has won numerous awards for their company culture, including the prestigious Inc Best Workplaces award, and is ranked #3 in the U.S. on GlassDoor. Follow Shane on Twitter and LinkedIN, and listen to him co-host the Best-Self Management Podcast. Follow Shane on Twitter and LinkedIn.

Source : https://www.humanresourcestoday.com/?open-article-id=12684200&article-title=the-formula-for-successfully-scaling-your-company-culture&blog-domain=15five.com&blog-title=15five