Creating a great culture starts with collecting all the underlying whys.
HR professionals today are more than familiar with the concept of corporate or organizational culture. You wouldn’t be reading this if you weren’t. Executives openly ask if they have the right culture in place to meet their goals. Merger and acquisition analysts spend countless hours looking at how a new purchase will affect the corporate culture. A Google search for “organizational culture” brings back 12 million hits. Type in “corporate culture” and you get 48 million.
“Gratitude is the healthiest of all human emotions. The more you express gratitude for what you have, the more likely you will have even more to express gratitude for.” — Zig Ziglar
It’s common to “take stock” of our personal and professional goals. We may take the time to evaluate how we performed against our own goals or resolutions, year-end reports and performance reviews can evaluate how we performed against professional goals, and we can evaluate our programs, vendors, and customer/client experiences as a way to measure progress against organizational goals.
We have overcome so many challenges in addressing employee engagement. Time was, HR and engagement leaders had to convince the organization of the importance of investing in rewards and recognition, then engagement — and today, holistic solutions have appeared from the possibilities of technological advancement to bring engagement, wellness, rewards, and so many other aspects of workforce management together in one unified platform. It’s a different time.
10 guaranteed, foolproof, effortless ways to take care of your employee engagement and company culture once and for all. Or not.
Maritz Motivation was once again honored as the giant category winner of St. Louis Business Journal’s “Best Place to Work” Award. Today we are highlighting one of our employees, Leah Harwell, who helps make the culture so special.
In major league baseball, it’s not uncommon to see a team, saddled with a regretful contract, trade an established player for next to nothing, trying to get dead money off its books and onto someone else’s. Addition through subtraction, as it were.
The larger the team, the harder it is for an employee to be singled out for individual praise. And, not coincidentally, the easier it is for an employee to hide from being singled out for individual blame.
It’s always good to do the right thing, for no other reason than that it’s the right thing. What’s even better is when there are multiple reasons for doing the right thing.