“If you want one thing too much, it’s likely to be a disappointment,” declares Augustus McRae in Larry McMurtry’s Pulitzer Prize-winning Lonesome Dove. “The healthy way is to learn to like the everyday things, like soft beds, and buttermilk…a sip of whisky of an evening…”
Given a choice between serving on the committee to write your company’s mission statement or a trip to the dentist, which would you choose?
The Incentive Research Foundation (IRF) released its annual trends report, and as is always the case with IRF offerings, it includes plenty of pertinent and interesting information. The 10 trends with implications for incentive travel and reward and recognition programs include:
For the past few years, an incalculable number of words have been expended on the woeful state of employee engagement, both domestically and worldwide. A prominent milestone in all the back-and-forth was Gallup’s pronouncement of a worldwide employment engagement crisis, noting, among other things, that the percentage of engaged employees in the U.S.—call it 33—has remained roughly the same since Gallup started measuring engagement levels in 2000.
For the past quarter-century, American businesses have expended untold amounts of time and money trying to engage their employees and build a company culture on a foundation of core values and beliefs, attempting to drive passion, purpose and commitment.
“Gratitude, particularly if practiced regularly, can keep you healthier and happier.”
— Alex Korb, Ph.D.
With the ever-increasing pace of change, organizations are not only under pressure to perform and transform, but they also face increased competition from all directions as they do it. And that doesn’t even include leadership changes, M&A activity, reorganizations or any number of typical crises that surface from time to time. Any of these pressures can result in bad behaviors and disengaged employees driving down performance, increasing turnover rates and eroding financial performance.
Editor's Note: Today we welcome our guest, Mollie Lombardi. This is the first in a 3 part series about workplace culture under a microscope. Next, check out part 2, Your Culuture Under A Microscope: Align.
The word “culture” when it comes to workplace communities can have many different expectations and definitions. But while it’s a concept that’s hard to define, it’s very easy to feel. Whether or not we have the words to describe it, every society, group or workplace has a culture that deeply influences the behaviors and outcomes of everything that each entity tries to accomplish. So, what do we do to harness the power of culture, while we simultaneously struggle to define it?
In my previous blog post we talked about what a culture is and how to diagnose it. But the way culture comes to life for most people is through the employee experience. Organizations today are realizing that everything they do contributes to employee experience, from the physical work environment, to the processes, to the tools and technology. Today it’s more important than ever to ensure that your talent management and workforce management tools bring your culture to life. To achieve real value, technology must support the culture and enhance the employee experience.
Editor's Note: Today we welcome our guest, Mollie Lombardi. This is the third and final part in a 3 part series about workplace culture under a microscope. But first, make sure you check out part 1 and part 2.
Whether you realize it or not, leaders set the tone for the corporate culture from the top. While they alone cannot shift or create culture, leaders are one of the most important resources when it comes to: (1) amplifying or starving your organizational culture; and (2) reinforcing organizational norms and expectations. The key to encouraging both of these foundational principles is the often-under-appreciated skill of giving feedback. Aptitude Research has found that when managers are trained in this critical role of giving feedback, there’s much greater alignment around performance expectations as well as organizational culture.