How your recognition and reward system affects the energy level in your culture.
How to use your reward and recognition systems strategically, to attract the talent you need for the culture you want to create.
Organizations get more of what they reinforce. But few capitalize on the strategic benefits of their recognition programs as a key cultural driver.
Every organization has a carefully crafted vision. But once the mission, vision and value statements have all been vetted and tested, how does HR insure the organization is intentionally, and authentically moving in the desired direction?
The solutions lie in what gets recognized, how and why, and the impact of that on the culture you get tomorrow.
The current-state-culture is hard at work reinforcing elements that naturally attract some talents and repel others. Future-state-culture is a yearning yet to be realized, with minimal power to attract.
The reward and recognition system stands ready. Will it attract or repel the talent you need for the culture you are trying to create? Can you get the right recognition to the MicroCultures, where energy is created and applied?
Recognition by managers tends to be scarce and generic. Yet your future-state-culture depends on each manager’s ability to reinforce the talent and performance of each individual. Sadly, a most often overlooked and underleveraged element in that model is the right recognition and rewards.
Find out how HR can better enable managers to impact employee engagement through fostering personal relationships, applying coaching skills, and reinforcing desirable behavior through appropriate incentives.
The words and actions of individual managers/leaders have a disproportionate impact on the engagement of their people. This HCI Solution Suite is based on a keynote presentation given by Mark Fernandes, Chief Leadership Officer at ...
Traditional workplace culture is going away as the millennial generation (Gen Y) continues to move into the workforce at extraordinary rates. This generation’s work style preferences and expectations are a key driver to a fundamental shift ...