Employee morale isn’t something that can be bought. The work environment has to provide people with opportunities to succeed, to do their best, to be trusted, to be valued, and to be respected. Research demonstrates that reaching potential, success on the job, achieving business results, personal productivity personal achievement, and meaningful inclusion and participation are the essential elements that foster high performance and high morale-the two are inseparable. Thus we come to a bold but empirically defensible statement: “Employee happiness and morale is NOT the critical path to employee productivity.” Much of what we believe about human motivation just isn’t so. Too often organizations are operating on assumptions about human productivity and performance that are essentially unexamined with any rigor and rooted in folklore more than science.
We will explore your role and impact, both personally and professionally, in successfully developing a performance-driven culture.
- An approach to performance that benefits the organization, the manager, and the employee.
- How to use performance management to build both high performance and high workplace morale.
- How to use performance accountability to ensure clarity and focus.
Talent Intelligence (TI) is a key lever in today’s hyper-competitive world. As ‘business intelligence’ captures, extracts and analyzes key data on an organization’s traditional hard assets, ‘talent intelligence’ centers on key workforce data on its people assets to generate insights that can drive improved decision-making and performance. We launched a new study into the economics of TI to examine connections between financial performance and the use of talent intelligence. The results reveal a heightened importance and greater access to workforce data among organizations that do satisfy leaders needs via proficient analysis of workforce data (Data Proficient Organizations – DPOs) versus those organizations whose business leaders are not satisfied with the workforce data provided to them (Data Deficient Organizations – DDOs).The research findings identify the distinct differences between talent intelligence practices of both types of organizations.
In a business environment that demands more, is it enough for employee recognition programs to simply promise higher levels of engagement? Shouldn’t these initiatives also help prepare the enterprise for the challenges and opportunities that await in what’s become a highly virtual, knowledge-leveraged, global economy? In a world where the ability to access, keep, and leverage top talent is a competitive advantage shouldn’t HR also be making a bigger impact at the corporate planning table? The answer is yes and this presentation will discuss how the most progressive HR leaders are using their employee recognition programs to drive outcomes and cultural conditions that support the log-term growth of the organization.
how advanced uses of recognition are helping HR…
- Prepare the organization to thrive amidst the seemingly endless volume and velocity of change
- Managers successfully organize, directing and motivating collaborative teams
- Identify and commercialize the otherwise undetected “personal patents” within their value chain
- Leverage existing feedback loops to better direct recognition resources, close performance gaps and build better business cases for employee engagement and its anticipated outcomes