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Employee Appreciation: It's a Bad Time to be Average

Great people are always hard to find - often harder to retain and motivate. Moving into 2020, the perennial challenges of employee retention and motivation will be complicated even further. Historically low unemployment. Evolving workforce expectations. An arms-race on u2018work perksu2019. Leadership teams may be tempted to overlook employee rewards as a lever for enhancing EX (Employee Experience). That skepticism has some merit. When structured as a check-the-box exercise, rewards programs donu2019t meet the needs of employee nor employer. u000bThe days of giving u2018pointsu2019 or an occasional gift card as a spot-award should be long over. <br><br>Traditional rewards programs miss a huge opportunity by focusing on efficiency or the reward alone. When done more authentically, rewards provide a vehicle to reinforce and grow relationships. THAT has massive value. Studies consistently show that employees are heavily influenced by interpersonal connections. u201cPeople leave managers, not companiesu201d still holds true - and your rewards program should help. Three dynamics are critical to creating real value from rewards (see document). Unfortunately, these fundamentals are often deprioritized, done poorly, or made far too difficult for busy managers. The time is now to create meaningful rituals, reinforce critical manager-to-employee relationships, and expect more from your rewards program. It is a bad time to be average.

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Employee Appreciation: It's a Bad Time to be Average

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  1. FOR EMPLOYEE APPRECIATION, 1

  2. 1 2 3 4 5 6 2

  3. In brief : 01 02 03 3

  4. The macro view 10 10 8 8 6 6 4 4 3 35 5% Nov 2019 2 2 2008 2008 2010 2010 2012 2012 2014 2014 2016 2016 2018 2018 4

  5. The macro view 30 30- -50 50 150 150- -400 400 66 66 5

  6. the rise of employee experience • 11 115 5x • 4 44 4x • 28 28x 6

  7. 7 0% of v ariance in employee engagement 7

  8. The central swit ch: s trong manager s 100% 100 100 13 30 80% 80 80 47 40 65 60% 6 60 0 63 58 40% 40 40 50 54 20% 2 20 0 33 24 12 3 3 0% 0 0 • 60 60 • 79 79 5 5 4 4 2 2 1 1 37 37 63 63 8

  9. The central swit ch: s trong manager s The Ebbinghaus Curve The Ebbinghaus Curve 100 100 80 80 60 60 40 40 20 20 10 10 20 20 30 30 9

  10. How employee rewards should help 3x more likel y 3x more likel y ~Jennifer Robison, Gallup • • • • • • 10

  11. How employee rewards should help “ ” 11

  12. How employee rewards should help 12

  13. 13

  14. context • • • Reward process Recipient s 'flipped ' the def aul t gift 83% of the time • • • • • 14

  15. How employee rewards should help 1 1 18 22 4 56 1 1 4 37 50 9 15 43 40 2 15

  16. How employee rewards should help 85 MEETING TOP WORKFORCE CHALLENGES 84 68 56 44 89 86 CREATING A HUMAN CULTURE 84 83 75 56 53 83 DELIVERING BUSINESS RESULTS 72 68 60 59 54 16

  17. Sources and references 17

  18. About flipgift 18

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