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GETTING EXECUTIVES ON BOARD WITH EMPLOYEE RECOGNITION
Presented by
Click the ldquotweetrdquo button above to tweet the information on each slide
To launch a successful employee recognition program you need buy-in from top management Yet many executives see recognition as a waste of money After all itrsquos just a bunch of touchy-feely stu with no impact on the bottom line right Wrong
A 2014 study by Gallup found 685 of workers in the US are either not engaged in their jobs or actively disengaged meaning less than one third (315) were engaged
685
315
SOURCE
Research has shown a strongcorrelation between employee
recognition and increased engagement
The percentage of highly engaged employees at companies with strong recognition programs is more than double that at companies with weak recognition
Companies with weak recognition 34
PERCENTAGE OF EMPLOYEES WHO ARE HIGHLY ENGAGED
Companies with strong recognition 78
SOURCE
I have always believed that the way you treat your employees is the way they will treat your customers and that people flourish when they are praised
mdash Sir Richard Branson
Research shows that employee recognition has a direct impact on the bottom line in several ways Recognition
1 Encourages great work2 Increases employee drive3 Encourages innovation and productivity4 Builds trust and strengthens relationships between the employee and the manager5 Attracts new talentmdashand keeps it around
Recognize me - 37NothingIrsquom self-motivated - 13Give me autonomy - 12Inspire me - 12
1 Employee recognition encourages great work
One study asked employees an open-ended question ldquoWhat is the most important thing your manager or company currently does (or could do) to cause you to produce great workrdquo
I donrsquot know - 3Promote me - 4
Train me - 6Other - 6
Pay me more - 7
SOURCE
2 Employee recognition increases employee drive
One of the most eective ways to increase performance is to give employees a sense of purpose that inspires drive and determination
89 at companies with strong recognition
EMPLOYEE DRIVE AND DETERMINATION
44 at companies with weak recognition
3 Money isnrsquot everything
41 of employees claimed that they would rather receive recognition than a 5 bonus for going above and beyond
41
SOURCE
4 Employee recognition builds trustand relationships
A 2015 AON Hewitt study indicates that employees who are encouraged and rewarded for sharing ideas are three times as engaged as employees without such stimulus
SOURCE
5 Employee recognition attracts talent
Recognizing quality work from your employees will not only bring in skilled talent it will encourage the talent you bring in to stick around for longer Out of 26 factors that favorably impact a new job employees ranked ldquoa manager who shows appreciation for my workrdquo as 1 Other important factors included ldquogood relationships with coworkersrdquo and ldquoa healthy work-life balancerdquo Salary ranked 8
SOURCE
6 Employee recognition retains talent
A years-of-service award program is linked to employees staying an average of two to three years longer than they would otherwise
Companies with service awards - 67 years
AVERAGE TIME EMPLOYEES STAY AT COMPANIES
Companies without service awards - 47 years
SOURCE
Donrsquot stop at the topGet local leaders on board too
A skeptical local leader is one of the biggest obstacles to deploying a recognition program However local leaders can be powerful champions of employee recognition if given the opportunity to understand its benefits
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
Presented by
Click the ldquotweetrdquo button above to tweet the information on each slide
To launch a successful employee recognition program you need buy-in from top management Yet many executives see recognition as a waste of money After all itrsquos just a bunch of touchy-feely stu with no impact on the bottom line right Wrong
A 2014 study by Gallup found 685 of workers in the US are either not engaged in their jobs or actively disengaged meaning less than one third (315) were engaged
685
315
SOURCE
Research has shown a strongcorrelation between employee
recognition and increased engagement
The percentage of highly engaged employees at companies with strong recognition programs is more than double that at companies with weak recognition
Companies with weak recognition 34
PERCENTAGE OF EMPLOYEES WHO ARE HIGHLY ENGAGED
Companies with strong recognition 78
SOURCE
I have always believed that the way you treat your employees is the way they will treat your customers and that people flourish when they are praised
mdash Sir Richard Branson
Research shows that employee recognition has a direct impact on the bottom line in several ways Recognition
1 Encourages great work2 Increases employee drive3 Encourages innovation and productivity4 Builds trust and strengthens relationships between the employee and the manager5 Attracts new talentmdashand keeps it around
Recognize me - 37NothingIrsquom self-motivated - 13Give me autonomy - 12Inspire me - 12
1 Employee recognition encourages great work
One study asked employees an open-ended question ldquoWhat is the most important thing your manager or company currently does (or could do) to cause you to produce great workrdquo
I donrsquot know - 3Promote me - 4
Train me - 6Other - 6
Pay me more - 7
SOURCE
2 Employee recognition increases employee drive
One of the most eective ways to increase performance is to give employees a sense of purpose that inspires drive and determination
89 at companies with strong recognition
EMPLOYEE DRIVE AND DETERMINATION
44 at companies with weak recognition
3 Money isnrsquot everything
41 of employees claimed that they would rather receive recognition than a 5 bonus for going above and beyond
41
SOURCE
4 Employee recognition builds trustand relationships
A 2015 AON Hewitt study indicates that employees who are encouraged and rewarded for sharing ideas are three times as engaged as employees without such stimulus
SOURCE
5 Employee recognition attracts talent
Recognizing quality work from your employees will not only bring in skilled talent it will encourage the talent you bring in to stick around for longer Out of 26 factors that favorably impact a new job employees ranked ldquoa manager who shows appreciation for my workrdquo as 1 Other important factors included ldquogood relationships with coworkersrdquo and ldquoa healthy work-life balancerdquo Salary ranked 8
SOURCE
6 Employee recognition retains talent
A years-of-service award program is linked to employees staying an average of two to three years longer than they would otherwise
Companies with service awards - 67 years
AVERAGE TIME EMPLOYEES STAY AT COMPANIES
Companies without service awards - 47 years
SOURCE
Donrsquot stop at the topGet local leaders on board too
A skeptical local leader is one of the biggest obstacles to deploying a recognition program However local leaders can be powerful champions of employee recognition if given the opportunity to understand its benefits
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
Click the ldquotweetrdquo button above to tweet the information on each slide
To launch a successful employee recognition program you need buy-in from top management Yet many executives see recognition as a waste of money After all itrsquos just a bunch of touchy-feely stu with no impact on the bottom line right Wrong
A 2014 study by Gallup found 685 of workers in the US are either not engaged in their jobs or actively disengaged meaning less than one third (315) were engaged
685
315
SOURCE
Research has shown a strongcorrelation between employee
recognition and increased engagement
The percentage of highly engaged employees at companies with strong recognition programs is more than double that at companies with weak recognition
Companies with weak recognition 34
PERCENTAGE OF EMPLOYEES WHO ARE HIGHLY ENGAGED
Companies with strong recognition 78
SOURCE
I have always believed that the way you treat your employees is the way they will treat your customers and that people flourish when they are praised
mdash Sir Richard Branson
Research shows that employee recognition has a direct impact on the bottom line in several ways Recognition
1 Encourages great work2 Increases employee drive3 Encourages innovation and productivity4 Builds trust and strengthens relationships between the employee and the manager5 Attracts new talentmdashand keeps it around
Recognize me - 37NothingIrsquom self-motivated - 13Give me autonomy - 12Inspire me - 12
1 Employee recognition encourages great work
One study asked employees an open-ended question ldquoWhat is the most important thing your manager or company currently does (or could do) to cause you to produce great workrdquo
I donrsquot know - 3Promote me - 4
Train me - 6Other - 6
Pay me more - 7
SOURCE
2 Employee recognition increases employee drive
One of the most eective ways to increase performance is to give employees a sense of purpose that inspires drive and determination
89 at companies with strong recognition
EMPLOYEE DRIVE AND DETERMINATION
44 at companies with weak recognition
3 Money isnrsquot everything
41 of employees claimed that they would rather receive recognition than a 5 bonus for going above and beyond
41
SOURCE
4 Employee recognition builds trustand relationships
A 2015 AON Hewitt study indicates that employees who are encouraged and rewarded for sharing ideas are three times as engaged as employees without such stimulus
SOURCE
5 Employee recognition attracts talent
Recognizing quality work from your employees will not only bring in skilled talent it will encourage the talent you bring in to stick around for longer Out of 26 factors that favorably impact a new job employees ranked ldquoa manager who shows appreciation for my workrdquo as 1 Other important factors included ldquogood relationships with coworkersrdquo and ldquoa healthy work-life balancerdquo Salary ranked 8
SOURCE
6 Employee recognition retains talent
A years-of-service award program is linked to employees staying an average of two to three years longer than they would otherwise
Companies with service awards - 67 years
AVERAGE TIME EMPLOYEES STAY AT COMPANIES
Companies without service awards - 47 years
SOURCE
Donrsquot stop at the topGet local leaders on board too
A skeptical local leader is one of the biggest obstacles to deploying a recognition program However local leaders can be powerful champions of employee recognition if given the opportunity to understand its benefits
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
To launch a successful employee recognition program you need buy-in from top management Yet many executives see recognition as a waste of money After all itrsquos just a bunch of touchy-feely stu with no impact on the bottom line right Wrong
A 2014 study by Gallup found 685 of workers in the US are either not engaged in their jobs or actively disengaged meaning less than one third (315) were engaged
685
315
SOURCE
Research has shown a strongcorrelation between employee
recognition and increased engagement
The percentage of highly engaged employees at companies with strong recognition programs is more than double that at companies with weak recognition
Companies with weak recognition 34
PERCENTAGE OF EMPLOYEES WHO ARE HIGHLY ENGAGED
Companies with strong recognition 78
SOURCE
I have always believed that the way you treat your employees is the way they will treat your customers and that people flourish when they are praised
mdash Sir Richard Branson
Research shows that employee recognition has a direct impact on the bottom line in several ways Recognition
1 Encourages great work2 Increases employee drive3 Encourages innovation and productivity4 Builds trust and strengthens relationships between the employee and the manager5 Attracts new talentmdashand keeps it around
Recognize me - 37NothingIrsquom self-motivated - 13Give me autonomy - 12Inspire me - 12
1 Employee recognition encourages great work
One study asked employees an open-ended question ldquoWhat is the most important thing your manager or company currently does (or could do) to cause you to produce great workrdquo
I donrsquot know - 3Promote me - 4
Train me - 6Other - 6
Pay me more - 7
SOURCE
2 Employee recognition increases employee drive
One of the most eective ways to increase performance is to give employees a sense of purpose that inspires drive and determination
89 at companies with strong recognition
EMPLOYEE DRIVE AND DETERMINATION
44 at companies with weak recognition
3 Money isnrsquot everything
41 of employees claimed that they would rather receive recognition than a 5 bonus for going above and beyond
41
SOURCE
4 Employee recognition builds trustand relationships
A 2015 AON Hewitt study indicates that employees who are encouraged and rewarded for sharing ideas are three times as engaged as employees without such stimulus
SOURCE
5 Employee recognition attracts talent
Recognizing quality work from your employees will not only bring in skilled talent it will encourage the talent you bring in to stick around for longer Out of 26 factors that favorably impact a new job employees ranked ldquoa manager who shows appreciation for my workrdquo as 1 Other important factors included ldquogood relationships with coworkersrdquo and ldquoa healthy work-life balancerdquo Salary ranked 8
SOURCE
6 Employee recognition retains talent
A years-of-service award program is linked to employees staying an average of two to three years longer than they would otherwise
Companies with service awards - 67 years
AVERAGE TIME EMPLOYEES STAY AT COMPANIES
Companies without service awards - 47 years
SOURCE
Donrsquot stop at the topGet local leaders on board too
A skeptical local leader is one of the biggest obstacles to deploying a recognition program However local leaders can be powerful champions of employee recognition if given the opportunity to understand its benefits
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
A 2014 study by Gallup found 685 of workers in the US are either not engaged in their jobs or actively disengaged meaning less than one third (315) were engaged
685
315
SOURCE
Research has shown a strongcorrelation between employee
recognition and increased engagement
The percentage of highly engaged employees at companies with strong recognition programs is more than double that at companies with weak recognition
Companies with weak recognition 34
PERCENTAGE OF EMPLOYEES WHO ARE HIGHLY ENGAGED
Companies with strong recognition 78
SOURCE
I have always believed that the way you treat your employees is the way they will treat your customers and that people flourish when they are praised
mdash Sir Richard Branson
Research shows that employee recognition has a direct impact on the bottom line in several ways Recognition
1 Encourages great work2 Increases employee drive3 Encourages innovation and productivity4 Builds trust and strengthens relationships between the employee and the manager5 Attracts new talentmdashand keeps it around
Recognize me - 37NothingIrsquom self-motivated - 13Give me autonomy - 12Inspire me - 12
1 Employee recognition encourages great work
One study asked employees an open-ended question ldquoWhat is the most important thing your manager or company currently does (or could do) to cause you to produce great workrdquo
I donrsquot know - 3Promote me - 4
Train me - 6Other - 6
Pay me more - 7
SOURCE
2 Employee recognition increases employee drive
One of the most eective ways to increase performance is to give employees a sense of purpose that inspires drive and determination
89 at companies with strong recognition
EMPLOYEE DRIVE AND DETERMINATION
44 at companies with weak recognition
3 Money isnrsquot everything
41 of employees claimed that they would rather receive recognition than a 5 bonus for going above and beyond
41
SOURCE
4 Employee recognition builds trustand relationships
A 2015 AON Hewitt study indicates that employees who are encouraged and rewarded for sharing ideas are three times as engaged as employees without such stimulus
SOURCE
5 Employee recognition attracts talent
Recognizing quality work from your employees will not only bring in skilled talent it will encourage the talent you bring in to stick around for longer Out of 26 factors that favorably impact a new job employees ranked ldquoa manager who shows appreciation for my workrdquo as 1 Other important factors included ldquogood relationships with coworkersrdquo and ldquoa healthy work-life balancerdquo Salary ranked 8
SOURCE
6 Employee recognition retains talent
A years-of-service award program is linked to employees staying an average of two to three years longer than they would otherwise
Companies with service awards - 67 years
AVERAGE TIME EMPLOYEES STAY AT COMPANIES
Companies without service awards - 47 years
SOURCE
Donrsquot stop at the topGet local leaders on board too
A skeptical local leader is one of the biggest obstacles to deploying a recognition program However local leaders can be powerful champions of employee recognition if given the opportunity to understand its benefits
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
Research has shown a strongcorrelation between employee
recognition and increased engagement
The percentage of highly engaged employees at companies with strong recognition programs is more than double that at companies with weak recognition
Companies with weak recognition 34
PERCENTAGE OF EMPLOYEES WHO ARE HIGHLY ENGAGED
Companies with strong recognition 78
SOURCE
I have always believed that the way you treat your employees is the way they will treat your customers and that people flourish when they are praised
mdash Sir Richard Branson
Research shows that employee recognition has a direct impact on the bottom line in several ways Recognition
1 Encourages great work2 Increases employee drive3 Encourages innovation and productivity4 Builds trust and strengthens relationships between the employee and the manager5 Attracts new talentmdashand keeps it around
Recognize me - 37NothingIrsquom self-motivated - 13Give me autonomy - 12Inspire me - 12
1 Employee recognition encourages great work
One study asked employees an open-ended question ldquoWhat is the most important thing your manager or company currently does (or could do) to cause you to produce great workrdquo
I donrsquot know - 3Promote me - 4
Train me - 6Other - 6
Pay me more - 7
SOURCE
2 Employee recognition increases employee drive
One of the most eective ways to increase performance is to give employees a sense of purpose that inspires drive and determination
89 at companies with strong recognition
EMPLOYEE DRIVE AND DETERMINATION
44 at companies with weak recognition
3 Money isnrsquot everything
41 of employees claimed that they would rather receive recognition than a 5 bonus for going above and beyond
41
SOURCE
4 Employee recognition builds trustand relationships
A 2015 AON Hewitt study indicates that employees who are encouraged and rewarded for sharing ideas are three times as engaged as employees without such stimulus
SOURCE
5 Employee recognition attracts talent
Recognizing quality work from your employees will not only bring in skilled talent it will encourage the talent you bring in to stick around for longer Out of 26 factors that favorably impact a new job employees ranked ldquoa manager who shows appreciation for my workrdquo as 1 Other important factors included ldquogood relationships with coworkersrdquo and ldquoa healthy work-life balancerdquo Salary ranked 8
SOURCE
6 Employee recognition retains talent
A years-of-service award program is linked to employees staying an average of two to three years longer than they would otherwise
Companies with service awards - 67 years
AVERAGE TIME EMPLOYEES STAY AT COMPANIES
Companies without service awards - 47 years
SOURCE
Donrsquot stop at the topGet local leaders on board too
A skeptical local leader is one of the biggest obstacles to deploying a recognition program However local leaders can be powerful champions of employee recognition if given the opportunity to understand its benefits
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
The percentage of highly engaged employees at companies with strong recognition programs is more than double that at companies with weak recognition
Companies with weak recognition 34
PERCENTAGE OF EMPLOYEES WHO ARE HIGHLY ENGAGED
Companies with strong recognition 78
SOURCE
I have always believed that the way you treat your employees is the way they will treat your customers and that people flourish when they are praised
mdash Sir Richard Branson
Research shows that employee recognition has a direct impact on the bottom line in several ways Recognition
1 Encourages great work2 Increases employee drive3 Encourages innovation and productivity4 Builds trust and strengthens relationships between the employee and the manager5 Attracts new talentmdashand keeps it around
Recognize me - 37NothingIrsquom self-motivated - 13Give me autonomy - 12Inspire me - 12
1 Employee recognition encourages great work
One study asked employees an open-ended question ldquoWhat is the most important thing your manager or company currently does (or could do) to cause you to produce great workrdquo
I donrsquot know - 3Promote me - 4
Train me - 6Other - 6
Pay me more - 7
SOURCE
2 Employee recognition increases employee drive
One of the most eective ways to increase performance is to give employees a sense of purpose that inspires drive and determination
89 at companies with strong recognition
EMPLOYEE DRIVE AND DETERMINATION
44 at companies with weak recognition
3 Money isnrsquot everything
41 of employees claimed that they would rather receive recognition than a 5 bonus for going above and beyond
41
SOURCE
4 Employee recognition builds trustand relationships
A 2015 AON Hewitt study indicates that employees who are encouraged and rewarded for sharing ideas are three times as engaged as employees without such stimulus
SOURCE
5 Employee recognition attracts talent
Recognizing quality work from your employees will not only bring in skilled talent it will encourage the talent you bring in to stick around for longer Out of 26 factors that favorably impact a new job employees ranked ldquoa manager who shows appreciation for my workrdquo as 1 Other important factors included ldquogood relationships with coworkersrdquo and ldquoa healthy work-life balancerdquo Salary ranked 8
SOURCE
6 Employee recognition retains talent
A years-of-service award program is linked to employees staying an average of two to three years longer than they would otherwise
Companies with service awards - 67 years
AVERAGE TIME EMPLOYEES STAY AT COMPANIES
Companies without service awards - 47 years
SOURCE
Donrsquot stop at the topGet local leaders on board too
A skeptical local leader is one of the biggest obstacles to deploying a recognition program However local leaders can be powerful champions of employee recognition if given the opportunity to understand its benefits
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
I have always believed that the way you treat your employees is the way they will treat your customers and that people flourish when they are praised
mdash Sir Richard Branson
Research shows that employee recognition has a direct impact on the bottom line in several ways Recognition
1 Encourages great work2 Increases employee drive3 Encourages innovation and productivity4 Builds trust and strengthens relationships between the employee and the manager5 Attracts new talentmdashand keeps it around
Recognize me - 37NothingIrsquom self-motivated - 13Give me autonomy - 12Inspire me - 12
1 Employee recognition encourages great work
One study asked employees an open-ended question ldquoWhat is the most important thing your manager or company currently does (or could do) to cause you to produce great workrdquo
I donrsquot know - 3Promote me - 4
Train me - 6Other - 6
Pay me more - 7
SOURCE
2 Employee recognition increases employee drive
One of the most eective ways to increase performance is to give employees a sense of purpose that inspires drive and determination
89 at companies with strong recognition
EMPLOYEE DRIVE AND DETERMINATION
44 at companies with weak recognition
3 Money isnrsquot everything
41 of employees claimed that they would rather receive recognition than a 5 bonus for going above and beyond
41
SOURCE
4 Employee recognition builds trustand relationships
A 2015 AON Hewitt study indicates that employees who are encouraged and rewarded for sharing ideas are three times as engaged as employees without such stimulus
SOURCE
5 Employee recognition attracts talent
Recognizing quality work from your employees will not only bring in skilled talent it will encourage the talent you bring in to stick around for longer Out of 26 factors that favorably impact a new job employees ranked ldquoa manager who shows appreciation for my workrdquo as 1 Other important factors included ldquogood relationships with coworkersrdquo and ldquoa healthy work-life balancerdquo Salary ranked 8
SOURCE
6 Employee recognition retains talent
A years-of-service award program is linked to employees staying an average of two to three years longer than they would otherwise
Companies with service awards - 67 years
AVERAGE TIME EMPLOYEES STAY AT COMPANIES
Companies without service awards - 47 years
SOURCE
Donrsquot stop at the topGet local leaders on board too
A skeptical local leader is one of the biggest obstacles to deploying a recognition program However local leaders can be powerful champions of employee recognition if given the opportunity to understand its benefits
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
Research shows that employee recognition has a direct impact on the bottom line in several ways Recognition
1 Encourages great work2 Increases employee drive3 Encourages innovation and productivity4 Builds trust and strengthens relationships between the employee and the manager5 Attracts new talentmdashand keeps it around
Recognize me - 37NothingIrsquom self-motivated - 13Give me autonomy - 12Inspire me - 12
1 Employee recognition encourages great work
One study asked employees an open-ended question ldquoWhat is the most important thing your manager or company currently does (or could do) to cause you to produce great workrdquo
I donrsquot know - 3Promote me - 4
Train me - 6Other - 6
Pay me more - 7
SOURCE
2 Employee recognition increases employee drive
One of the most eective ways to increase performance is to give employees a sense of purpose that inspires drive and determination
89 at companies with strong recognition
EMPLOYEE DRIVE AND DETERMINATION
44 at companies with weak recognition
3 Money isnrsquot everything
41 of employees claimed that they would rather receive recognition than a 5 bonus for going above and beyond
41
SOURCE
4 Employee recognition builds trustand relationships
A 2015 AON Hewitt study indicates that employees who are encouraged and rewarded for sharing ideas are three times as engaged as employees without such stimulus
SOURCE
5 Employee recognition attracts talent
Recognizing quality work from your employees will not only bring in skilled talent it will encourage the talent you bring in to stick around for longer Out of 26 factors that favorably impact a new job employees ranked ldquoa manager who shows appreciation for my workrdquo as 1 Other important factors included ldquogood relationships with coworkersrdquo and ldquoa healthy work-life balancerdquo Salary ranked 8
SOURCE
6 Employee recognition retains talent
A years-of-service award program is linked to employees staying an average of two to three years longer than they would otherwise
Companies with service awards - 67 years
AVERAGE TIME EMPLOYEES STAY AT COMPANIES
Companies without service awards - 47 years
SOURCE
Donrsquot stop at the topGet local leaders on board too
A skeptical local leader is one of the biggest obstacles to deploying a recognition program However local leaders can be powerful champions of employee recognition if given the opportunity to understand its benefits
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
Recognize me - 37NothingIrsquom self-motivated - 13Give me autonomy - 12Inspire me - 12
1 Employee recognition encourages great work
One study asked employees an open-ended question ldquoWhat is the most important thing your manager or company currently does (or could do) to cause you to produce great workrdquo
I donrsquot know - 3Promote me - 4
Train me - 6Other - 6
Pay me more - 7
SOURCE
2 Employee recognition increases employee drive
One of the most eective ways to increase performance is to give employees a sense of purpose that inspires drive and determination
89 at companies with strong recognition
EMPLOYEE DRIVE AND DETERMINATION
44 at companies with weak recognition
3 Money isnrsquot everything
41 of employees claimed that they would rather receive recognition than a 5 bonus for going above and beyond
41
SOURCE
4 Employee recognition builds trustand relationships
A 2015 AON Hewitt study indicates that employees who are encouraged and rewarded for sharing ideas are three times as engaged as employees without such stimulus
SOURCE
5 Employee recognition attracts talent
Recognizing quality work from your employees will not only bring in skilled talent it will encourage the talent you bring in to stick around for longer Out of 26 factors that favorably impact a new job employees ranked ldquoa manager who shows appreciation for my workrdquo as 1 Other important factors included ldquogood relationships with coworkersrdquo and ldquoa healthy work-life balancerdquo Salary ranked 8
SOURCE
6 Employee recognition retains talent
A years-of-service award program is linked to employees staying an average of two to three years longer than they would otherwise
Companies with service awards - 67 years
AVERAGE TIME EMPLOYEES STAY AT COMPANIES
Companies without service awards - 47 years
SOURCE
Donrsquot stop at the topGet local leaders on board too
A skeptical local leader is one of the biggest obstacles to deploying a recognition program However local leaders can be powerful champions of employee recognition if given the opportunity to understand its benefits
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
2 Employee recognition increases employee drive
One of the most eective ways to increase performance is to give employees a sense of purpose that inspires drive and determination
89 at companies with strong recognition
EMPLOYEE DRIVE AND DETERMINATION
44 at companies with weak recognition
3 Money isnrsquot everything
41 of employees claimed that they would rather receive recognition than a 5 bonus for going above and beyond
41
SOURCE
4 Employee recognition builds trustand relationships
A 2015 AON Hewitt study indicates that employees who are encouraged and rewarded for sharing ideas are three times as engaged as employees without such stimulus
SOURCE
5 Employee recognition attracts talent
Recognizing quality work from your employees will not only bring in skilled talent it will encourage the talent you bring in to stick around for longer Out of 26 factors that favorably impact a new job employees ranked ldquoa manager who shows appreciation for my workrdquo as 1 Other important factors included ldquogood relationships with coworkersrdquo and ldquoa healthy work-life balancerdquo Salary ranked 8
SOURCE
6 Employee recognition retains talent
A years-of-service award program is linked to employees staying an average of two to three years longer than they would otherwise
Companies with service awards - 67 years
AVERAGE TIME EMPLOYEES STAY AT COMPANIES
Companies without service awards - 47 years
SOURCE
Donrsquot stop at the topGet local leaders on board too
A skeptical local leader is one of the biggest obstacles to deploying a recognition program However local leaders can be powerful champions of employee recognition if given the opportunity to understand its benefits
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
3 Money isnrsquot everything
41 of employees claimed that they would rather receive recognition than a 5 bonus for going above and beyond
41
SOURCE
4 Employee recognition builds trustand relationships
A 2015 AON Hewitt study indicates that employees who are encouraged and rewarded for sharing ideas are three times as engaged as employees without such stimulus
SOURCE
5 Employee recognition attracts talent
Recognizing quality work from your employees will not only bring in skilled talent it will encourage the talent you bring in to stick around for longer Out of 26 factors that favorably impact a new job employees ranked ldquoa manager who shows appreciation for my workrdquo as 1 Other important factors included ldquogood relationships with coworkersrdquo and ldquoa healthy work-life balancerdquo Salary ranked 8
SOURCE
6 Employee recognition retains talent
A years-of-service award program is linked to employees staying an average of two to three years longer than they would otherwise
Companies with service awards - 67 years
AVERAGE TIME EMPLOYEES STAY AT COMPANIES
Companies without service awards - 47 years
SOURCE
Donrsquot stop at the topGet local leaders on board too
A skeptical local leader is one of the biggest obstacles to deploying a recognition program However local leaders can be powerful champions of employee recognition if given the opportunity to understand its benefits
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
4 Employee recognition builds trustand relationships
A 2015 AON Hewitt study indicates that employees who are encouraged and rewarded for sharing ideas are three times as engaged as employees without such stimulus
SOURCE
5 Employee recognition attracts talent
Recognizing quality work from your employees will not only bring in skilled talent it will encourage the talent you bring in to stick around for longer Out of 26 factors that favorably impact a new job employees ranked ldquoa manager who shows appreciation for my workrdquo as 1 Other important factors included ldquogood relationships with coworkersrdquo and ldquoa healthy work-life balancerdquo Salary ranked 8
SOURCE
6 Employee recognition retains talent
A years-of-service award program is linked to employees staying an average of two to three years longer than they would otherwise
Companies with service awards - 67 years
AVERAGE TIME EMPLOYEES STAY AT COMPANIES
Companies without service awards - 47 years
SOURCE
Donrsquot stop at the topGet local leaders on board too
A skeptical local leader is one of the biggest obstacles to deploying a recognition program However local leaders can be powerful champions of employee recognition if given the opportunity to understand its benefits
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
5 Employee recognition attracts talent
Recognizing quality work from your employees will not only bring in skilled talent it will encourage the talent you bring in to stick around for longer Out of 26 factors that favorably impact a new job employees ranked ldquoa manager who shows appreciation for my workrdquo as 1 Other important factors included ldquogood relationships with coworkersrdquo and ldquoa healthy work-life balancerdquo Salary ranked 8
SOURCE
6 Employee recognition retains talent
A years-of-service award program is linked to employees staying an average of two to three years longer than they would otherwise
Companies with service awards - 67 years
AVERAGE TIME EMPLOYEES STAY AT COMPANIES
Companies without service awards - 47 years
SOURCE
Donrsquot stop at the topGet local leaders on board too
A skeptical local leader is one of the biggest obstacles to deploying a recognition program However local leaders can be powerful champions of employee recognition if given the opportunity to understand its benefits
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
6 Employee recognition retains talent
A years-of-service award program is linked to employees staying an average of two to three years longer than they would otherwise
Companies with service awards - 67 years
AVERAGE TIME EMPLOYEES STAY AT COMPANIES
Companies without service awards - 47 years
SOURCE
Donrsquot stop at the topGet local leaders on board too
A skeptical local leader is one of the biggest obstacles to deploying a recognition program However local leaders can be powerful champions of employee recognition if given the opportunity to understand its benefits
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
Donrsquot stop at the topGet local leaders on board too
A skeptical local leader is one of the biggest obstacles to deploying a recognition program However local leaders can be powerful champions of employee recognition if given the opportunity to understand its benefits
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
A Cautionary Tale
A large company based in the United States had a successful domestic recognition program they wished to expand internationally The HR team built an international version of the program complete with awards timelines protocols for presentations and international award shipping and support Everything was planned out perfectly
But the program failed
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
WHAT WENT WRONG
The biggest mistake the company made was not involving leaders from each international site As a result local leaders felt the program had been sprung on them suddenly and without their input There was no clear source of answers to questions about the program it had eliminated and replaced some beloved recognition traditions As a result the employees who should have felt honored felt alienated instead
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
Best practices to get international leaders on board
1 Engage them early in the process2 Help them see the big picture and the likely upside3 Give them opportunities to adapt the plan to fit their own local culture and traditions4 Show them appreciation Recognize their accomplishments and acknowledge their insights so they can feel the power of recognition themselves
JOIN OUR COMMUNITY
For more leadership insights and best practices
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
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OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
OC TANNER AND THE OC TANNER INSTITUTE
OC Tanner on the FORTUNE 100 Best Companies to Work Forreg list
for the second year in a row in 2016 helps organizations create
great work environments by inspiring and appreciating great work
Thousands of clients globally use the companyrsquos cloud-based
technology tools awards and education services to engage talent
increase performance drive goals and create experiences that fuel
the human spirit Learn more at octannercom
The OC Tanner Institute regularly commissions research and provides
a global forum for exchanging ideas about recognition engagement
leadership culture human values and sound business principles
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
12 RESOLUTIONS FOR A
GREAT YEAR AT WORK
10 BEST PRACTICESOF A BEST COMPANY
TO WORK FOR
PLAN
How to Make Friends at Work
THE MILLENNIAL EFFECT ON EMPLOYEE ENGAGEMENT
7 KEY INSIGHTSSHRM CONFERENCE 2016
MORE PRESENTATIONS BY OC TANNER
