By Darcy Jacobsen

Dear Co-Workers– As many of you probably know, today is my last day. But before I leave, I wanted to take this opportunity to let you know what a great and distinct pleasure it has been to type “Today is my last day.”

That’s the start of a pretty hilarious resignation letter that has been making the internet rounds for a while now. It was written a few years back by Chris Kula, a comedy writer in NYC. It goes on to say:

For nearly as long as I’ve worked here, I’ve hoped that I might one day leave this company. And now that this dream has become a reality, please know that I could not have reached this goal without your unending lack of support. Words cannot express my gratitude for the words of gratitude you did not express.

Later in the letter he writes:

Over the past three years, you have taught me more than I could ever ask for and, in most cases, ever did ask for. I have been fortunate enough to work with some absolutely interchangeable supervisors on a wide variety of seemingly identical projects – an invaluable lesson in overcoming daily tedium in overcoming daily tedium in overcoming daily tedium.

Your demands were high and your patience short, but I take great solace knowing that my work was, as stated on my annual review, “mostly satisfactory.” That is the type of praise that sends a man home happy after even a 10 hour day, smiling his way through half a bottle of mostly satisfactory scotch.

And to most of my peers: even though we barely acknowledged each other within these office walls, I hope that in the future, should we pass on the street, you will regard me the same way as I regard you: sans eye contact.

There’s a bit more, but you get the general idea. It’s funny (and sad)… because it is true. Too many of us can relate to a toxic workplace like this, and the active disengagement that kind of workplace causes. Look at some of the things that Kula is calling his company out for:

• Lack of support
• Poor communication
• No recognition from the company
• Tedious, unrewarding work with no appreciation from supervisors
• Useless annual reviews
• Lack of acknowledgement from and connection with co-workers

Those refrains are all too common in companies that aren’t paying attention. Though Kula apparently never sent it to the company he wrote it about, several others—including an employee of Ernst and Young and one from JP Morgan—have copied the letter, changed the names and actually emailed it on their way out the door.

Do you see any of yourself in what Chris Kula wrote? Would your employees? How do you avoid making this a letter one of your employees would send?

One answer is to encourage a culture of recognition, which not only makes employees feel appreciated and rewarded for hard work, but also opens up critical lines of communication between employees and their co-workers and managers. Social recognition can also be a terrific accompaniment to a lackluster performance review cycle. (Download the free report from Gartner analyst Jim Holincheck on adding social recognition to performance management.)

The lesson from this letter, I think, is that a lack of recognition is at the root of a lot of workplace toxicity. And a little more attention to building a positive culture will lead to fewer employees slamming the door behind them when they go—or even walking through it to begin with.

I was privileged to attend this week’s WorldatWork Total Rewards show this week. The show brings together compensation and reward professionals across the country – for a mix of presentations, networking, and trend discussions.  Once again, the show delivered.

A common theme at the show was the many challenges reward professionals face today. Some companies continue to experience low engagement levels while some are seeing key talent leave amidst a growing job market.  As part of all of this are building equitable pay structures, globalizing rewards, and ensuring all employees feel valued, recognized, and suitably rewarded for their work.

If I were to pick the one critical concern (of those above) that all companies face, it’s retention.  During his Monday presentation, Tom McMullen from Hay Group said that 20 percent of employees are looking to leave their jobs in the next two years.  He also discussed the eye-opening statistic that it costs .5-2x an employee’s annual salary to replace someone who leaves.  Turnover is a huge cost to companies in terms of both lost productivity and lost knowledge.

The concern about turnover is a real one, as we discovered when we looked at the results of our most recent Spring 2012 Globoforce Mood Tracker Report.  (If you have a chance, you should plan to come to our free webinar tomorrow, 5/24 at 1:00pm EST, where we’ll release the results and draw some interesting correlations between turnover, engagement and recognition. Register here.)

So what can HR and business leaders do about the revolving door?  In addition to creating programs that address global engagement and reward top performers, they also need to find who are their flight risks. Who are the people that are the most critical to the business and are most influential and valued across the company?

Last week, Globoforce launched Talent Maps™, a new tool that gives more insight into the true performance of employees.  With recognition providing the key data points, managers can discover who’s getting the most recognition and the least.  It can also highlight gaps between performance reviews and recognition.  With these data points, managers can see who among their top performers may not be getting the recognition they deserve.  These employees are likely flight risks. With this type of data, HR is better equipped to be ahead of curve of potential turnover.

By looking at the actionable data that recognition provides, they’ll be planning for growth hires, not replacement ones.

Here’s a quick reminder that tomorrow (Thursday 5/24) we’ll be sharing the results of our Spring 2012 Globoforce Mood Tracker Survey in a free webinar from 1-2pm EST.

Join Derek Irvine and Thad Peterson and get the latest data on what employees are thinking and what motivates them. Trust me, you don’t want to miss it! Register here.

What do U.S. employees think about their jobs and their corporate cultures? What motivates them? What de-motivates them? I bet you want to know, because we certainly did. We considered many methods for discovering this, (strap them into a CAT scanner, thumbscrews, scalpel and a magnifying glass) but in the end we decided it was simplest to just ask. So that’s what we did.

Twice a year, in fact, we head out to the virtual street to survey 650+ people and find out how they feel about their jobs and recognition.  We’re about to publish our third set of results in our Spring 2012 Globoforce Mood Tracker Report, and— because you’re probably no better at brain surgery than we are— we’re sharing the results with you.

We asked people what they think of their jobs. We asked what motivates them. We asked what would make them leave a job, what would make them stay, what would make them work harder. We asked how they feel about recognition, and what makes them feel recognized.  We asked about their company culture, and how important it is to them.

Some of the answers were reassuring, and some were even a little surprising.

On Thursday at 1:00pm EST, we’re going to hold a free webinar to release the results. Unless you’re really good with a scalpel, you shouldn’t miss it. Register here.

And just so you know we mean business, here’re a few little teaser charts to tide you over.
If you want the really good stuff, though, you should show up at the webinar.

By Darcy Jacobsen

Yesterday, when we talked about how important data is becoming in HR, I really, REALLY wanted to leak this exciting announcement about our newest Talent Maps™ product—which is going to revolutionize how you manage your talent and your culture.  But Kevin, our Communications Director, said it was super top secret until today and I could tell you, but then he’d have to kill me.

He was kidding. (I think.)

Today, however, I get to shout about it! We all constantly hear how we need to cultivate our top talent. But the refrain that plagues so many is: “Sure… but how do I FIND my top talent?” Annual reviews seem to be inherently problematic, and so much of the input we get is squishy and subjective.

Enter Talent Maps™: hard data gleaned from your recognition program that points you directly to the top performers and influencers in your organization. Talent Maps instantly provide new, intuitive ways to identify and track top performers by using the wisdom of the crowds—gathering intelligence from the colleagues who recognize their peers on an ongoing basis.

Use visual, powerful Talent Maps to identify high-potential, high-performance individuals for performance assessment, succession planning and flight risk assessment.

You can click through to our announcement to learn more, but just to confirm why I’m excited, here is what Yvette Cameron, VP and principal analyst from Constellation Research said about Talent Maps:

“Performance management is only as good as its data. With this release, Globoforce uses recognition as the central data component for performance and potential indicators. The result is a useful, compelling data set of organizational relationships and performance assessments that are created in the context of getting work done. By further leveraging this data into performance reviews, business and HR leaders will be able to align ratings with the performance and behaviors that everyone across the organization recognizes on a daily basis.”

Read more about Globoforce’s  data reporting and analytics, or better yet, contact us for a Talent Maps demo.

By Darcy Jacobsen

Yes, this post title sounds very dramatic. But the change that’s coming actually IS pretty dramatic, so I’m standing behind it.

Here it is in a nutshell: Big Data is going to be huge in HR.

That’s what Ed Frauenheim wrote this week. He’s just returned from the International Association for Human Resource Information Management (IHRIM) conference in Chicago, and is among those noticing a trend building in the marketplace: a hug uptick of activity around workforce analytics. Top companies are really starting to see the value in quantifying the ‘cold hard numbers’ within ‘warm and fuzzy’ company cultures. They are seeking out the tools with which to do this.

Best-of-breed companies will soon be using our HR data not just to be better at attracting and keeping talent, but also in creating increased value for the corporation by measuring and managing company culture and linking it to productivity.

We couldn’t agree more. In an industry fraught with intangibles and the unpredictibility of human nature, the more hard data we can extract from our cultures, the more value we can add. Quality data can tell us where we are strong—and it can tell us where we need help.

Consider this example from the Globoforce story vault: A major technology company was seeing a fall off in its performance to goals, but could not seem to identify a root cause. When they dug into their recognition data they found that their R&D group—where their corporate value of Innovation should be most recognized—was being recognized for Innovation at much lower levels than the rest of the company! Knowing that Innovation was not thriving within this group, and being able to identify who within the group WAS practicing Innovation well, they were able to diagnose and address the underlying causes, and get their business back on track.

Using ‘people data’ to draw a clear line from attitudes and behavior to productivity and performance creates real value for a company and gives HR a seat at the table. That’s why at Globoforce we place such an emphasis on data reporting and analytics. Viva la revolucion!

By Darcy Jacobsen

Stop me if I’m being indiscreet… It’s just that we’ve noticed a lot of talk lately about talent poaching and social media. People are concerned about where exactly personal sharing starts to pose a professional problem. Is it okay to thank an employee on their Facebook page? Should we be encouraging the use of LinkedIn for company communication?

The fear is that mixing business and social media creates a big risk for companies – the risk that transparency or public praise lead to loss of talent.

Chris Zappone published this interesting article in the Sydney Morning Herald last week, highlighting how recruiters prey on praise-filled social media profiles. Employees’ presence on social media—and the kudos that show them as top performers—makes them prime targets just waiting to be snapped up by your competition.

Lance Haun has a fairly typical response to this on TLNT, arguing that poaching is nothing new and isn’t likely to stop soon. Though he acknowledges that social media certainly makes it easier:

“Of course, the problem now is the fact that it is relatively easy to find people online. A quality person with a visible social media profile is probably getting contacted. Frequently.”

Mark Parker of Customer Think offers an interesting take on the question by suggesting that “social media isn’t the enemy – it’s a part of the solution.” He recommends that rather than try to hold back the tides, we adapt our thinking. “It’s not a risk issue” he says, “but a business issue that is as much risk as opportunity.” Parker suggests business leaders concentrate on creating a dynamic and positive workplace culture, and that social networking can form a backbone of that culture.

But then we have cautionary tales like this one from India earlier this year, where naval officers accidentally leaked confidential information about warships onto their social media profiles. No company wants to wake up to find 210 people “Like‘ing” their new top secret product info because one engineer congratulated another about it.

So which is it? Inevitable or preventable? A great way to network employees or a dangerous security risk? Isn’t there a way to capitalize on the opportunity of social networking and minimize the risks?

Actually, there is—at least when it comes to praising employees. Use social recognition. Social recognition offers social media without the risk of poaching, because all the praise is internal. Good social recognition enriches your culture, increases engagement and helps to attract and retain employees—all the things Mark Parker was suggesting. But unlike public social networks, it remains solidly within the control of your company, and it doesn’t create a billboard advertisement for your top talent, which is what Chris Zappone is worried about.

We think it’s a smart middle ground for the problem. And we don’t even mind oversharing it.

It is no secret by now that companies with highly engaged workforces perform better. As Towers Watson has reported, high-engagement workplaces consistently turn in better financial performance than low-engagement workplaces—with nearly a 3.44% difference in net profit margins. [Read that Towers Watson report here.]

But a recent study suggests there may ALSO be a link between financial performance and how well we actually gather and use talent intelligence—including data about employee engagement. The study, by talent management provider Taleo, demonstrates a correlation between financial performance, the use of talent intelligence, and the resulting business leader satisfaction. [Here is a link to the paper.]

The study makes the observation that some companies are much better than others at gathering and using human capital data. These Data Proficient Organizations (DPOs) actively identify and track metrics on the supply, demand, performance, and fit of talent.

According to Taleo: “HR at these organizations is better positioned to get ‘a seat at the table,’ or to contribute to the strategic direction of the organization.”  Companies that do not or cannot track talent intelligence will be “faced with continued talent and operational uncertainty and will be at a strategic disadvantage when managing their organization’s most important asset—its talent.”

To put the financial performance advantage into concrete terms, the report observes that among the eighty companies polled, the stock value percent change over the past 12 months was +4.6% for DPOs vs. -3.0% for DDOs.

DPOs, says the report, not only prioritize the gathering of talent intelligence, but 84% of them also have consistent access to reliable data on their employee engagement.

So the question we have to ask is how do we access such consistent and reliable talent intelligence? If you are a regular reader of this blog, this will not come as a surprise: Social Recognition programs are an ideal vehicle for gathering this valuable data and providing key metrics on employee engagement. For example, at Globoforce, our solution comes with a suite of reporting and analytics tools that let you gain deep talent intelligence insights—including ways to assess company culture, identify key performers and track employee engagement.  Learn more about the Globoforce reporting and analytical tools, here.

The main takeaway here is that with some help, we can all become more Data Proficient Organizations. And while employee engagement is critical to organizational success, properly gathering and managing that data can pay dividends of its own. Gathering talent intelligence is a lot more achievable than we might think, and it can make a critical difference in our success.

This past Saturday was the fifth of May—also known as Cinco de Mayo. In Mexico, it is a celebration of an important battle for independence, but here in the U.S. it has become a day devoted to kicking back and eating salsa and drinking margaritas with our friends.

Perhaps most of us aren’t terribly authentic in our Cinco de Mayo celebrations—but to worry about that might be missing the bigger picture. Cinco de Mayo is a day of tribute to Mexican culture all across the United States. It is a day to recognize to something that is exciting and worthwhile in the larger culture we share, and celebrate it. The fact that it is has been an officially recognized holiday in the U.S. since 2005 speaks to our success in blending diverse populations and achieving better cultural harmony.

In today’s corporate world of mergers and acquisitions, blending cultures can be challenging and frustrating. Territoriality and factionalism can critically slow or even reverse progress on business objectives. HR Managers overseeing a merger can feel a lot like they’ve entered a production of West Side Story, with rival cultural gangs up in arms against one another. How do we diffuse that conflict and help employees feel like they have a stake in one another’s success?

One terrific way to break down barriers between corporate subcultures is to employ a company-wide employee recognition program.

At Symantec , following a series of acquisitions, the workforce boomed from 6,500 to 14,000 employees and resulted in what Jennifer Reimert, VP of global compensation, has termed “a culture of many cultures.” The implementation of a single universal recognition program helped unify the workforce behind one shared set of values and goals, and Symantec was able to consolidate that “culture of cultures” into one successful culture of recognition for 18,500 employees in 50 countries. You can read more about Jennifer and Symantec, here.

So next year, as you kick back with a margarita and listen to Mariachi music, give a little nod of thanks for cultural blending, and all the gifts it can bring.

It’s one of the biggest challenges of a distributed workplace. How do you keep team members in the picture when they can’t be in the room?

I worked at a company once where the events manager — let’s call her Judi—worked remotely from a different state. Judi was a real star, and everyone knew it. Everyone except her, that is.

I’d often hear people in the hallway singing her praises: “Did you see that amazing presentation she put together?” “She’s got such great ideas.” “Judi will have it covered—she always does.”

One day, on the phone with Judi, I casually mentioned what a great job she was doing and she lit up. “Do you really think so? I feel like maybe I’m off the mark, sometimes.” I was astonished. By every metric, she was hitting it out of the park. Everyone thought she was amazing. Why didn’t she know that?

Then it occurred to me. How would she know that? The feedback that floated around the office was only IN the office. It rarely filtered back to Judi herself. When the VP of marketing breezed by to informally thank the team, we all felt recognized. Judi wasn’t there. When we went out to lunch to celebrate a launch and our boss picked up the tab, we all felt rewarded and appreciated. Judi never knew about it.

Judi, one of our best employees, was left out of the loop when it came to recognition and, as a result, did not feel like an important and valued member of our team.

One of the biggest challenges of a distributed workplace is keeping remote team members engaged and informed. All too often, they are isolated or left in the dark when it comes to employee recognition. Yet studies have shown that that employee recognition leads directly to employee engagement, which in turn leads directly to increased revenue and stronger business performance.

According to our semi-annual survey of U.S. employees, the Fall 2011 Globoforce Mood Tracker, 78 percent of U.S. workers said that being recognized motivates them in their job. But the opposite is also true. Employees who miss out on that important communication (because they’re out of the loop) run the risk of becoming less engaged.

Amy Alexander from Investor’s Business Daily recently wrote an article titled Technology, Personality Transmit Goals to Remote Staff, that offers concrete tips on how to engage, inform and appreciate ALL employees in today’s distributed workplace. One of the best practices she suggests is establishing a social recognition program, which she cites as a solution when “kudos (get) lost in bustling companies.” Check the article out and pick up some valuable tips for keeping your remote team engaged!