Esteem Pass Blog

How Generation Y is Challenging Human Resources to Rethink Talent and Retention Strategies

2012-11-05T21:55:37Z

Catalyst for Change: How Generation Y is Challenging Human Resources to Rethink Talent and Retention Strategies

This year 3.4 million graduates from Generation Y will enter the workforce. How employers will attract and retain this cohort is becoming one of the most pressing issues in management today. The millennial generation or Generation Y - born between 1980 and 2000 - are well-known for their radical views of ‘work-life’ balance and diverse workplace values. As this generation rapidly overshadows the traditional and baby boomer generations in the workplace, employers are trying to understand Gen Y priorities to stay competitive in the market and attract top talent.

Technologically savvy, more educated, and greater ethnic diversity than any previous generation, Gen Yers are less interested in stock option plans and more interested in meaningful jobs, professional freedom, higher rewards and a better work-life balance. With these objectives in mind Human Resource leaders will need to focus on corporate training opportunities, culture development and team collaboration.

Common among Gen Yers is their desire to work with an employer that aligns with their values and cares about them as people. Managers today can embrace this by reinforcing the company’s vision through job development, career nurturing and consistent real-time feedback on their performance.

Developing a workplace culture where employees feel nurtured, listened to and appreciated influences more than just one generation of employees. As described in Herzberg’s Motivation Theory, work groups are affected by the attitudes and mindsets of other members in the group. A positive change, for example, can increase the morale, motivation, and attitude in the entire group and expand throughout an organization.

With an understanding of their values and support from professional industry leaders with the tools and solutions to help, Human Resource leaders are in a better position to create strong talent strategies and working environment for all of their employees to grow.

Sodexo Motivation Solutions is a worldwide leader in motivation. In the United States we offer effective incentive and recognition services to organizations intended to encourage and reward performance. We focus on building a sustainable culture of recognition that will meet your specific objectives and provide the recognition and reward choices that your employees will most appreciate. Learn more about Motivation Solutions’ comprehensive incentive and recognition programs.

Five Recognition and Reward Program Branding Essentials

2012-07-13T12:23:37Z

Reward and recognition programs are a catalyst for increasing employee engagement and driving a positive workforce. Building a brand to support internal recognition and reward programs is a great way to quickly and efficiently communicate commitment to helping employees achieve their goals.

Creating a brand identity that sparks an emotional connection between the organization and its employees can help build program excitement, increase participation and further promote company values. Below, reward and recognition solutions leader, Sodexo Motivation Solutions, shares five best practices for recognition program brand building.

Image – How do employees view current recognition practices? Identify the psychological perception of current recognition programs in the workplace. The best recognition partners look to understand an organization’s objectives and employee expectations, ensures fairness and consistency, and unites them with an overall recognition strategy and corporate identity.

Define – Do the programs work together cohesively to fulfill one overarching recognition strategy? Ensure the elements of each recognition program are clearly defined and conveys the objectives a company desires to achieve. Effective recognition programs are designed to support the organization’s overall mission and values.

Communicate – Is the message resonating with employees? Reward and recognition programs are more likely to capture employee interest and participation when they are simple in structure and easy to understand. Complex programs compete for attention among employees’ busy schedules and work priorities. Certified recognition specialists can work with an organization to identify and implement the best methods of communicating the elements of each program.

Consistent – Are daily recognition solutions incorporated? Frequent program messaging coupled with consistent execution will increase employee engagement and foster a culture that motivates and inspires employees. Consider all of the ways recognition could be given each day.

Commit – Are organizational leaders committed to building a culture of recognition? Culture change takes time to cultivate and develop. It requires care and commitment of organizational leaders. As a result, an organization can truly reap the benefits of a fully-engaged workforce built on a culture of recognition that can be sustained for the long-term.

Sodexo Motivation Solutions is a worldwide leader in motivation solutions. In the United States we offer effective incentive and recognition solutions to organizations intended to encourage and reward performance. Our Recognition Specialists will tailor a program to meet your specific objectives and provide the recognition and reward choices that your employees will most appreciate. Learn more about Motivation Solutions’ comprehensive incentive and recognition programs.

Do You Have A Culture of Recognition? Using Assessment Tools To Increase Employee Motivation

2012-06-20T17:19:42Z

There is substantial impact on an organization’s culture when employees feel recognized and appreciated. Leaders today are turning to the use of recognition assessment tools to ensure proper recognition program design to fully utilize the benefits that stem from a highly engaged and motivated workforce. Gallup confirms that companies with high levels of employee engagement enjoy a significant uplift of business performance indicators.

Taking the time to evaluate what motivates employees is a critical step towards increasing engagement levels throughout the workforce. By identifying the similarities and differences in employee attitudes, assessment tools communicate to organizational leaders what type of recognition will inspire their workplace. When used effectively, leaders can extrapolate the data to create meaningful recognition programs that increase job satisfaction and productivity.

Recognition Assessment Design

Today, organizations are looking beyond the demographics of the work environment and are evaluating how employees feel about current recognition methods, their knowledge on how to use the programs and reward preferences. This is also the time to ensuring the right recognition program message is resonating with employees. For example, do employees know what it takes to achieve a program nomination? Do they know how programs tie to the overall mission and values of the company?

Manager insights can also render a different outlook on the effectiveness of current recognition programs. Evaluating an organization’s recognition practices from the manager’s perspective can communicate to leaders and program managers if recognition programs are being utilized to their full capacity. As the direct point of contact for employees, do they know how to recognize employees effectively? Are managers concerned when giving recognition that it is viewed by peers as consistent and fair? And does management have the proper tools to share new programs with their team? The results of a manager’s recognition assessment can attest to their program knowledge and provide a foundation for how future programs are developed, implemented and managed.

Recognition Assessment Data

Employee recognition assessments are highly measurable and provide an invaluable way to demonstrate the bottom-line impact of engagement in the workplace. Establishing key metrics at the program onset provides a standard to benchmark against as results are tracked in the future. Research from Bersin & Associates’ indicates that 71 percent of organizations measure employee engagement. The data collected from recognition assessments acts as the conduit to solid program development and achieving an engaged workforce.

“The statistical analysis from recognition and reward assessment gives leaders an in-depth view of which programs are working and why, where there are inconsistencies and opportunities to refine,” comments Lisa Muniz, Sales Account Executive and Certified Incentive Professional at Sodexo Motivation Solutions. “Utilizing a qualified recognition partner to assess an organization’s recognition structure can maximize their program design and implementation efforts resulting in more successful campaigns.”

Designing and executing effective recognition programs are best accomplished when leaders have a current pulse of the workplace culture. Leveraging assessment tools is a skillful way to gauge the current ‘state of recognition’ in the organization. With the valuable insights attained through recognition assessment, organizations can work toward truly developing a motivational culture that drives high employee engagement.

Hospitals Leverage Employee Engagement To Increase Patient Satisfaction

2012-05-08T18:36:18Z

Requirements from the Patient Protection and Affordable Care Act have some hospitals turning to Human Resources with a focus on employee engagement as a way to help boost their patient satisfaction goals. The federal Patient Protection and Affordable Care Act require Medicare to associate a dollar figure based on patient satisfaction as part of the value-based purchasing initiative. Therefore, higher satisfaction scores from patients will translate to higher Medicare reimbursements for hospitals nationwide.

With this heighten interest in patient satisfaction; hospitals administrators have taken a keen eye to the effectiveness of their employee recognition and reward programs and the engagement of their employees. As Harvard Business Review states, employees who are described as ‘thriving’ demonstrate 16% better overall performance (as reported by their managers) and 125% less burnout (self-reported) than their peers. The Harvard article defines the thriving workforce as one in which employees are not just satisfied and productive but also engaged in creating the future—the company’s and their own. The benefits of having solid recognition and reward programs in place to develop ‘thriving’ employees are imperative to achieving and maintaining high patient satisfaction scores and engagement.

“One of our strategic pillars is people; it’s just as simple as that. People - we consider that to be a strategic differentiator.”   –C-Suite

Effective employee recognition and reward programs can directly impact the satisfaction of physicians and employees to result in increased patient satisfaction; reduced employee turnover; higher emphasis on delivering value and service; achieving performance targets for HCAHPS; and reduced employee injury.   To examine the current state of healthcare recognition and rewards practices, Sodexo Motivation Solutions commissioned a study that resulted in the Recognizing And Rewarding Hospital Employees whitepaper.   The study revealed that while reward and recognition programs were viewed by hospital administrators as critically important to the success of the hospital, program implementation and participation varied across hospitals and between departments.

Furthermore, the study identified the need for a technology platform that could effectively manage and easily administer recognition and rewards programs. Therefore, an impressive opportunity exists for professionals tasked with improving patient satisfaction scores to work with a qualified recognition partner to address unifying multiple programs, uneven participation, and tracking and comparing program results for the long-term benefit of both employees and the organization. Technology partners today offer robust real-time data, multi-program capabilities and secure spending controls for total program management.

See more on the benefits technology in successful recognition and reward program structure.

Achieving a Culture of Recognition Starts with Employee On-boarding

2012-04-11T16:18:24Z

A new hire’s experience on their first day can set the stage (and their mindset) for the rest of their employment. Going the extra mile to make a new employee feel welcome the organization is an important first step in building employee engagement and achieving a sustainable culture of recognition company-wide. Well-designed and executed recognition programs are an excellent way to ensure not only a positive first-day experience, but also create a happy and successful work environment.

A WorldatWork Association Linked In poll confirms that organization’s today take the early adoption of employee recognition seriously. The March 2012 poll reports that 95% of respondents agree that early recognition in the global workforce is very important starting with day 1. The methodology is that recognition programs present a unique opportunity to communicate to the newest team members - and re-emphasize to all employees – that the organization is committed to helping them achieve success both personally and professionally. Implementing a recognition program that includes new employee on-boarding is an excellent strategy for developing employee engagement.

Organizations with high employee engagement experience 16% higher profitability and 18% higher productivity over companies with low engagement levels, according to Gallup. Similarly, a study from Towers Perrin reports that committed employees deliver 57% more effort than uncommitted employees. By supporting desired behaviors among employees – especially those new to the organization with praise and recognition, an organization will create a performance culture that impacts the workforce long into the future.

In conjunction with an organization’s onboarding practices, daily recognition tools such as notecards, eCards and company branded items are powerful and memorable motivators when welcoming new employees and assimilating them to the organization. “Being recognized for positive contribution carries significant value in communicating appreciation and respect,” comments Jennifer Tekin of Sodexo Motivation Solutions. “And thus creates a foundation of trust and open-communication in which to build employee engagement.”

Incorporating recognition early in an employee’s tenure ensures they feel supported by leadership and their peers. The connection sparked during an employee’s first days with the organization is a lasting memory that will motivate them in the years ahead and contribute to the organization’s overall culture of recognition.

What Is The Correlation Between Employee Satisfaction And Successful Companies?

2012-03-14T14:00:51Z

Each organization, with unique mission, vision and goals, is ultimately in search of one thing –success. Success means different things to different people, but every organization - from start-ups to the well-established - looks forward to attaining this goal. There are many tools today to assist an organization on their journey – but none are as prominently effective as happy employees.

Gallup reports that the cost of lost productivity among unhappy or ‘disengaged’ employees is approximately $300 billion a year. Employees who are not engaged in their job, team or company have higher absenteeism, produce less than their engaged peers and demonstrate poor quality of work. On the contrary, companies with high levels of employee engagement and motivation see 16% higher profitability and 18% higher productivity than other companies. Moreover, customer loyalty was 12% higher and quality jumped up by an incredible 60%, the Gallup study concluded.

Temkin Group found similar results in their Employee Engagement Benchmark Study. The report affirmed that companies with exceptionally high customer experience scores have more than twice as many highly engaged employees as those who lag in customer service.

“Employee engagement and motivation are key to an organization’s success,” states Heidi Hastings-Brien, Senior Marketing Director Sodexo Motivation Solutions. “Engaged employees set a company apart from their competition, drive future innovation and are the best workplace motivators.”

Creating a Workplace with Happy Employees

There is a myth that exists where some believe it requires a large investment to increase employee satisfaction. This is simply not true.

After an employee’s basic needs are met, such as a reasonable salary and safe workplace, employees seek trust and respect, meaningful and interesting work and opportunities to succeed and advance in their position.

“Improving engagement begins with trust,” comments Jennifer Tekin of Sodexo Motivation Solutions. “When organizations trust their employees to make the right decision, they create a positive and supportive environment where employees can perform at their best.”

Managers who demonstrate a sincere interest in the well-being of their employees also create an environment where employees are open to share ideas which can lead to improved job efficiencies and morale.

What Can the Company Do?

Employee satisfaction is a continuous cycle not a destination. It starts with recruiting top talent, providing proper training, encouraging job advancement - and creating a sustainable culture of recognition.

Recognition programs create a positive work environment which leads to improved productivity and increased employee engagement. Recent studies reports that effective programs result in nearly double the shareholder return than that of companies who do not maintain a recognition program.

Consider all the opportunities to recognize each day. And encourage the special atmosphere peer-to-peer recognition can create in the workplace. By designing effective recognition programs that sync with the company’s goals and inspire employees, it can only create one thing - Success.

Who Leads the Discussion To Embrace An Employee Recognition Program Technology Platform?

2012-01-30T12:50:01Z

Human Resource professionals from every background and specialization - Employee Benefits, Recruiting, Performance Management, Compensations, Employee Relations, Training, etc. – play an intricate role in an organization’s success as they have become strategic partners, employee advocates and mentors in the workplace. New innovations in Human Resource Information Systems have provided workflow efficiency to each of these individual HR functions. But when it comes to a technology platform that supports a culture of daily recognition and develops employee engagement – a tool that can fit into each HR specialization - who influences and leads this decision?

The question can be answered in two parts. First, Recognition is everyone’s responsibility — and everyone in the organization can and should participate. Technology platforms today help organizational leaders model the behaviors you want your employees to embrace. Leaders can further engage employees by asking them how they would like to be recognized and what motivates them to perform through survey and poll tool available through the same technology. This key information can help the organization link their programs to the most appropriate recognition for their workforce.

Platforms that also facilitate employees recognizing their coworkers through day-to-day non-monetary recognition create a workplace filled with accomplishment, knowing employees are appreciated and respected by their peers.

Working together, technology can unite other departments for overall workplace motivation. Including an organizations’ communication and marketing department to develop a plan for communicating and marketing recognition programs to employees is a thorough and efficient way to build camaraderie and a great work environment.

The next step in this two part answer does rely on Human Resources management as they are most likely responsible for the development of processes and metrics that support the achievement of the organization’s business goals (e.g. Recognition and Reward Programs). With something as important as employee engagement, it is clear that all HR functions must work together to deliver on the organization’s human capital goals. Relying on a single platform that can integrate all of an organization’s existing recognition programs can be a strong asset to an HR Department’s ability to accomplish more with less. HR administrators who seek program measure and performance can find both with a technology platform that provides real-time data and reporting for recognition program evaluation and result analysis.

In addition, comprehensive technology platforms support compensation, benefit, training, and recruiting managers in aligning desired behaviors and performance with organization’s processes to successfully attain a high performance culture that emphasizes empowerment, quality, productivity, and goal attainment.

Who manages your organization’s employee recognition and reward programs, and are they embracing technology to maximize the impact of your programs and minimize administration?

5 Steps To Building Employee Engagement In 2012

2012-01-03T13:09:39Z

1.)Communicate Clearly. Share your expectations with your employees. Employees want to be a part of the company’s future. Provide examples of exemplary behaviors and guiding them toward what goals should be accomplished this year will help them prepare for the near-term and long-term goals.

2.)Be Transparent. Share company information and be open to employee questions will build trust in the company and unite moral values with an individual. This creates a sense of worth for the employee that will carry over through their dedication to your mission.

3.)Encourage Innovations & Personal Growth. Be open to feedback and take action as a result of the feedback. Employees may see a better way to perform a task, address a client issue or manage a new process. Similarly, provide opportunities for additional learning - cross training, and coaching that will support personal development and build trust and commitment.

4.)Build Teamwork by Giving Recognition. When the goals and aspirations of the organization and of individual teams or groups are reflected in the criteria for personal recognition everyone succeeds.

5.)Celebrate Diversity. Every day the composition of our workforce becomes more diverse, and with it brings different preferences and needs with each generation, ethnicity and gender. Asking for and listening to your employees’ input is important to help you shape your recognition programs, and the rewards you offer. By delivering recognition and rewards that are meaningful to each individual, you will maximize their contribution.

The Recognition Program Recipe - Employee Appreciation & Incentives

2011-11-18T16:19:56Z

Frequently, employee incentive programs are interchanged with recognition programs, but are organizations sending the right message by just issuing an incentive? A multitude of studies exist that prove incentives are more effective when used in harmony with recognition - a time when the recipient can make a connection from appreciation to reward.

The English dictionary defines employee incentives as a motivating influence; an additional payment made to employees as a means of increasing production. This also suggests that when presented individually, an incentive doesn’t resonate with the employee, create an affinity towards a company, or achieve any long-term growth objectives.

Appreciation, on the other hand, is defined as gratitude and thankful recognition. This is a key ingredient in today’s business dynamic. According to a 2011 study from the American Psychological Association, 69 percent of employees are satisfied with their jobs overall, but fewer are satisfied with the recognition practices of their employer (46 percent) or opportunities for growth (44 percent).

There are many solutions that can favorably intertwine appreciation and incentives in the workplace. Employers have sought the use of non-monetary rewards to serve as a tangible and more frequent representation of achievement. When combined with effective recognition, non-monetary rewards fosters memories that the employee subliminally links to their company’s appreciation of their positive behavior at work. A study earlier this year by Jeffrey & Adomdza presented that non-monetary rewards capture more employee attention than their monetary counterpart. The study suggests that employees think more frequently about these rewards and that increased interest results in higher performance. In other words, non-monetary awards capture an employee’s imagination, motivating them to do more. The increased motivational impact generates increased performance.

Another key component that supports a culture of appreciation and recognition in the workplace are peer-to-peer recognition programs. Recognition from peers can be as powerful as recognition from managers, and peers are often in a better position to catch someone doing something right more frequently.

Coupled together monetary and non-monetary Recognition and Rewards programs can have a profound impact on the business environment:

Provides an outlet for employees to show appreciation to others and express the value of their contributions
Gives colleagues a sense of ownership and belonging in their place of work
Improves morale
Circumvents budgetary limitations
Contributes to a supportive work environment
Capitalizes on meaningful reactions and its significance
Increases employee motivation

The bottom line is that incentives are an effective motivating tool when used in conjunction with a comprehensive recognition strategy. A well designed and implemented recognition program includes a healthy mix of effective employee recognition, sincere appreciation and attainable rewards.

What constitutes a successful recognition and reward program for hospital employees?

2011-10-31T17:50:02Z

What constitutes a successful recognition and reward program for hospital employees?
Are there a set of Best Practices that define success?

This is the question Sodexo Motivation Solutions set out to answer, with the help of Benenson Strategy Group. In-depth interviews were conducted with C-Suite executives, human resources representatives and department heads at industry-leading hospitals across the United States. The results of this comprehensive study can be found here>

Senior hospital executives surveyed confirm that recognizing and rewarding employees for exemplary behavior is critical to their hospital’s success. Consequently, most U.S. hospitals have some type of formal recognition and reward program. Yet there is still a need for systematic and efficient implementation and monitoring of these programs

Hospital Administrators look to these programs to:

Improve employee retention and recruitment
Improve quality of care
Encourage specific behaviors

Download: White Paper on Recognizing and Rewarding Hospital Employees>

Trends Survey Shows Corporate Merchandise Incentives Stabilizing

2011-10-10T15:50:43Z

ST. LOUIS, July 6, 2011 /PRNewswire-USNewswire/—After one of the most difficult economic periods in history, business executives are easing their caution regarding the use of merchandise incentives as organizations renew their focus on sales activity and customer retention according to the most recent Corporate Incentive Trends Survey jointly conducted by the Incentive Research Foundation (IRF) and Corporate Meetings & Incentives (CMI).

IRF President Melissa Van Dyke explained that the recent survey focused on merchandise incentive budgets, the types of behaviors rewarded and the range of merchandise included. For purposes of the survey, merchandise is defined as material awards that are not travel-related, including gift cards and logoed apparel items.

“Perhaps one of the most significant finding is that apparel items (69 percent) and gift cards (66 percent) are emerging as highly-used rewards in our post-recession economy with merchandise incentive programs strongly reflecting national trends toward quality and sustainability,” Van Dyke commented.

According to the survey, 2011 appears to be the inflection point where merchandise incentive budgets have stopped declining and are moving toward a positive recovery for the industry, signaling good news from both providers of merchandise programs and their targeted participants. Nearly 75 percent of the respondents reported their 2010 sales revenues either increased or remained unchanged, 87 percent maintained their programs moving into 2011 and 92 percent are expected to sustain programs in 2012. Furthermore, respondents anticipating budgets to remain at the same level increases from 38 percent in 2011 to 46 percent in 2012.

Of those who expect 2012 programs to remain intact, only 2 percent anticipate a moderate budget decline and only 9 percent expect small budget changes. In all, only 10 percent of respondents reported that they were forced to cancel programs in 2011 and only 6 percent anticipate program cancelations in 2012.

“In light of the profound economic impact of the recession and negative media reports about incentive excesses, we found a renewed interest in more practical items that seems to reflect the post-recessionary mindset away from luxury and back toward everyday usefulness,” Van Dyke concluded.

Incentive Research Foundation/Incentive Federation Study Points to New Trends in Awards

2011-10-10T15:48:24Z

ST. LOUIS, June 9, 2011 – Non-cash incentives are being tapped as a way to both control spending and motivate employees and channel partners in an economy defined by growing austerity. The average employee cash incentive award is now $732—triple the cost of non-cash awards, according to preliminary findings of a new joint study about incentive awards conducted by the Incentive Research Foundation (IRF) and the Incentive Federation. The cash award is not part of base or variable pay, but rather given as an incentive.

Although full-study results will not be available until later this summer, several key findings were unveiled at the IRF’s annual Incentive Invitational held recently in Las Vegas. “We were fortunate to have preliminary results of the study as part of our popular roundtable discussions to help attendees get a better understanding of the type and value of the awards that are being used, especially following the recession,” said Jeff Broudy, chairman of the IRF board of trustees.

“The study validates our experience and belief that the average cost of a cash award is roughly triple that of either merchandise ($206) or gift cards ($240),” according to Incentive Federation Chairman Stephen Slagle. “The total cost of incentives is especially important in our post-recession economy, so the data points stimulated extensive discussion around the benefits of each award type,” he explained.

“Surprisingly, we found that the average travel award was higher than we expected at $3,115 with nearly 75 percent of the respondents including a business meeting or element as part of the travel package,” said Broudy.

The study also found that less than 18 percent of those who use non-cash awards determine the value of these awards based on hard data, with most opting to use intuition or observation to determine award value. IRF President Melissa Van Dyke commented that this finding presented an important issue for further exploration and education. “We also noted increased use of more than one award type and continuing growth in the use of gift cards,” she concluded.

The IRF and Incentive Federation are expecting more actionable findings when the full study is released, anticipating that it will provide additional data for incentive professionals and human resource decision-makers to adjust their organization’s overall recognition strategies to better suit a post-recession economy.

Employees First! The New Credo of Successful Companies

2011-09-23T17:27:22Z

Until now, the received wisdom was summed up by the phrase: “Customers First!” This commitment has stood the test of time. But some companies have adopted the opposite approach, putting their employees at the center of their concerns because their well-being and motivation are crucial for success.

HCL and Southwest Airlines: Two Examples that Speak Volumes

“Employees First, Customers Second!”: a trend that is winning followers from India to the U.S. The logic is simple: no happy customers without happy employees. The Indian company HCL Technologies, which specializes in IT services, decided to put its employees’ satisfaction and personal development at the heart of the company’s vision. In five years, this vision has allowed the company to secure the loyalty of its employees, triple its revenues, increase productivity and customer satisfaction, and reinforce its image. Today, HCL Technologies is the leader of its sector in India.

The American airline Southwest has taken the same approach. Their motto: “Our employees first, our customers second, and our shareholders third.” The airline carrier has consistently received the lowest ratio of complaints per passengers boarded of all major U.S. carriers since September 1987 as reported by the Department of Transportation (DOT). In addition, the company ranked fourth on Fortune’s World’s Most Admired Company list in March 2011 and topped the list of the 50 best U.S. places to work by Glassdoor.com. Southwest Airlines was also named “Favorite Domestic Airline” and was recognized as having the “Friendliest Flight Attendants and Crew” in a poll by Smarter Travel readers in this past November.

How Does this Work?

Every company aims for high performance. The solution these pioneering companies embrace is simple: make it so that employees want the same thing! Happy and engaged employees will spontaneously put their energy and skills to work to satisfy customers and keep the company running smoothly. They will take pleasure in their work, and thus find renewed energy.

This kind of model requires the organization to invest in concrete and durable solutions in nine conjoining levers (revealed in a recent study commissioned by Sodexo) that encompass motivation at work. These levers include the professional environment, working conditions, work-life balance, the role of the position and its development, the clarity of objectives, recognition, the vision of the organization, its values, and finally, the quality of interpersonal relationships.

More than a Trend—A Necessity

Contemporary challenges go far beyond the sole objective of productivity. In an environment that is growing ever more complex—globalization, increased competition, talent acquisition, etc.—the winning organizations will be those that best set themselves apart, innovate and change without compromise, and find a balance between all their stakeholders. These challenges can only be met with the help of people who are engaged, creative, and inclined to give the best of themselves — in a word, motivated.

It’s The Little Things That Count

2011-09-21T11:03:21Z

Even the smallest encouragement can brighten someone’s day, change attitudes for the better, or spur someone to reach a personal best. Don’t let such an opportunity go by.

Recognize the little things, and bigger achievements will follow. By the little things, I mean the day-to-day appreciation of personal greetings and sincere appreciation expressed in direct and personal ways. And don’t forget to encourage other to pass it on through day-to-day interaction.

“Few things in the world are more powerful than a positive push. A smile. A word of optimism and hope. A ‘you can do it’ when things are tough.” – Richard M. Devos

Rethinking Recognition and Reward Program Design To Capitalize on Generational Opportunities

2011-09-02T15:23:20Z

Employee recognition is an important – and necessary - attribute of today’s workplace. Savvy executives know how employee appreciation can differentiate an organization from its competitors and have a profound effect on loyalty, performance and profitability. But, the U.S. workforce is currently experiencing a generation shift where traditional recognition and reward programs, such as Years of Service awards are not intriguing enough to retain and motivate top talent.

According to 2010 statistics from the U.S. Bureau of Labor and Statistics, the average tenure among Baby Boomers at the same employer was 10 years or three times greater than the Millennials generation (ages 25 to 34) who’s retention was three years on average. If this trend continues, most members of Gen-Y (also referred to as Millennials) will never see a 10 year work anniversary and therefore are unlikely to be motivated to put in the discretionary work to attain that goal, greatly reducing the effectiveness of a Years of Service program.

The interchange between retiring Baby Boomers and Gen Y’ers in the workplace has created a ripple in organizational dynamics. Research indicates that people communicate based on their generational backgrounds and each generation has distinct attitudes, behaviors, expectations, habits and motivational buttons. Understanding what makes the members of different generations tick is instrumental in developing the most appropriate and effective motivational practices.

Innovative employers have revamped their ‘one-size-fits-all’ award programs and have converted to developing flexible and personalized recognition and reward programs, and in the process set clear and attainable goals for employees.

“A key to success is to invest in the design of a program, by defining the program goals, gathering input from employees as to what motivates them, and involving them in the process. Every individual is unique and so is every company – with fact-based and collaborative program design, the effectiveness and outcomes of a program are greatly improved,” comments Heidi Hastings-Brien, Senior Director of Marketing at Sodexo Motivation Solutions. The most effective recognition and reward strategies are those that are developed collaboratively with the individuals involved, given support and assistance throughout the design process, and understood as important and achievable.

Sodexo Motivation Solutions offers organizations a range of Incentives and Recognition solutions that help clients to design their motivation strategy, develop tailored management tools and manage their programs. The programs are specifically designed to reinforce organizational goals and develop an engrained culture of “daily” through increased engagement, performance, retention and loyalty. Programs include: Spot or Daily Recognition programs, Above and Beyond, Employee of the Month/Quarter/Year, Years of Service Programs, Safety Incentive Programs, Performance Programs, Sales Incentive Programs, Channel Incentive Programs, Customer Service and Loyalty Programs. Learn More>