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Join Mike Byam, Managing Partner of Terryberry and Chair of the IHR Rewards & Recognition Board to learn about the Institute for Human Resources (IHR) Rewards & Recognition Workshops and Program! This session will introduce the Rewards and Recognition Community and the Institute for Human Resources (IHR) certification program. You’ll find out about the workshops that will be available, and learn how the IHR certification process works. Throughout this conference you will gain practical ideas and concepts that you’ll be able to put into practice in your business. Because recognition addresses the human need to be valued and to provide value in the workplace, a framework for rewards and recognition is vitally important. In this conference, we will look at why recognition is so important and how it can impact your business objectives. Giving employees recognition for their contributions has been proven to improve retention, enhance engagement and positively impact business performance. You’ll discover how these real results can happen in your business, and find out what the best practices are to use along the way. During the IHR Program, you will also learn how to develop an effective recognition strategy that encompasses Design, Implementation, Review, and Assessment that also connects to you organization’s mission, vision, and values. This will ultimately strengthen the future of your organization.
This session is designed for people that want to learn how to use a Recognition and Reward System (RRS) to strengthen their organization. In the current economy and with the current tools available, the opportunity for Human Resource professionals to make a difference in their respective companies has never been better. Every organization has a People Strategy that involves the creation and maintenance of a culture that will enable the best possible performance from the organization’s employees. Now is the time to learn how to maximize that culture while creating a workplace that feeds an individual’s desires to be valued.
Some background information is necessary to provide a foundation to understanding the subject – the session will begin by providing a brief explanation of the history behind “recognition” and some common misconceptions around best practices. It will address the state of the current work environment as well as the mind-set of the typical person in the workforce. Participants will be exposed to contemporary research that establishes the case for the use of a comprehensive RRS.
Once an understanding of the general state of the work environment is established, the concept of creating a strategic RRS will be explored. Areas that will be covered include:
• What can reasonably be expected from a RRS
• How to begin the process of building a RRS
• Addressing behaviors and performance (they’re very different)
• Establishing effective measurement techniques
• Understanding what to do with the data once it’s in hand
• Determining a strategy for awards
• Assigning responsibility for the design and maintenance of the RRS
• Necessary resources for building and maintaining the RRS
Any human resource professional can benefit from this session. To learn more about the speaker and his background, you can visit his company’s website - www.themillercompany.com.
The numbers are staggering. 60% of employees are actively looking for work and 55% of are not engaged. Their lack of engagement not only costs you money (35%-50% of payroll) but there's also a 52% gap in operating incomes between companies with highly engaged employees and companies whose employees have low-engagement scores. If you haven't already made 2012 the Year of The Employee, you better.
We all know that engagement matters. When individual employees are engaged in the workplace, everyone benefits. By encouraging feedback, collecting peer-generated success stories, sharing them across corporate and departmental boundaries, you cultivate your greatest competitive advantage – social capital – to earn discretionary effort, attract talent and win loyalty.
Social tools allow you to make a big organization feel smaller, more intimate. What leading organizations have witnessed is that by using these tools to make connections, have conversations and build engaged communities, individuals feel a part of something and are willing to give a bit more.
In this presentation, TemboSocial president and founder Steven Green will outline strategies for engaging employees online in 2012. Steven will offer a peek behind the firewall at how leading organizations are successfully blending strategy and social tools to engage their employees in meaningful conversations with a particular emphasis on multi-generational talent strategies, a holistic approach to social recognition, embracing two-way dialogue in online communications with employees and how celebrating an employee’s personal legacy propels enterprise success.
Mr. Green will also share how leveraging the transformational power of social media organizations can change how they motivate and retain employees and how their company can celebrate successes and reinforce corporate culture and values.
If you don't know where you are going any recognition program or practice will get you there. You need to know the direction you're going in to make employee recognition successful. A WorldatWork study reported only 48% of companies actually has a written recognition strategy. Our research in the public sector found that only 52% of the managers found their recognition strategies were really effective.
At the same time the WorldatWork “Trends in Employee Recognition Survey” showed 89% of companies have employee recognition programs yet a whopping 65% of employees on one Gallup Survey said they hadn’t received ANY recognition at all the year prior to the survey.
Why is there such a disconnect? What can we do to get recognition right? Do recognition programs really work? Have we had recognition wrong all this time?
To produce the bottom-line results you really want and create a culture of appreciation, you must become more strategic with employee recognition by designing a recognition strategy which:
* Differentiates between recognition and rewards
* States your company's purpose for rewards and recognition
* Articulates your philosophy around recognition
* Identifies needs for what kind of programs to support recognition practices
* Spells out a clear plan to guide everything you do with recognition practices and programs.
By aligning recognition to your business goals and people strategies, managers will finally have a powerful tool with recognition to assist them in achieving these goals. In this way your recognition strategy can be owned by everyone in the organization and not just by Human Resources.
To maximize employee engagement, we should reward and recognize our employees with money, right? Not so fast! If money is the most intuitive of all rewards, how could it not be the most effective way to engage employees? Depending on how it’s used, money (along with its close cousins the debit card and gift card) could negatively impact your engagement strategies. Learn how behavioral economics is helping corporations maximize engagement of their employees through not-so-intuitive methods.
This presentation combines scientific studies with real-world experience in order to address common misconceptions and debunk so-called intuitive thinking around the way rewards influence recognition and engagement. This presentation addresses the power of recognition and how it stimulates engagement. Also, this presentation will identify ways to rejuvenate tired and low-impact initiatives such as service anniversaries for the purpose of enhancing engagement at your organization.
Attendees will exit this session with the following:
- Familiarity with the aspects of behavioral economics that have the greatest application to engagement
- Familiarity with two scientific studies that illustrate the ways corporations can benefit from human irrationality
- Two easy-to-use management tools that can be applied to enhancing engagement right away
If you’re an HR professional that has influence over the way people in your organization are rewarded and recognized, this is a must-attend session for you. If you are tasked with maximizing engagement across your enterprise, this is a must-attend session for you. If you want to leverage behavioral economics to enhance engagement at your organization, this is a must-attend session for you.
Join Tim Houlihan, Vice President Reward Systems, from BI WORLDWIDE for a lively discussion on these topics.
Total Reward is becoming recognized as a best practice for rewarding employees, but is the introduction of total reward on a global scale as simple as it sounds? Whilst technically a global total reward project can be very effectively planned, project managed and implemented, there are a number of cultural and change issues which are often overlooked in the process. This session will cover the following critical elements of a global total reward framework development and implementation program:
• Global buy-in – the essential preparatory communication requirements. Very often total reward program are investigated and developed in isolation – either within the HR function, or just within the corporate headquarters. What are the key considerations in respect of global collaboration necessary to ensure successful development of the framework?
• Global reward and benefits audit – what information needs to be gathered and considered as part of the motivation for whether global total reward is appropriate for your organization?
• Global considerations – when introducing a global reward system, there are a number of things to take into account, both cultural and technical!
• Understanding the change cycle implications of a global total reward program – the introduction of a global total reward program is a significant change exercise, not just for the organization but for individuals. How can you help to ensure that individuals cope with the change this will introduce?
• Program development communication and change essentials – communication is key during the development of the framework, but the management of this can make or break a program
• Implementation communication to optimize buy-in – people tend to be supportive of an new reward program if it looks good, but when it comes down to actually taking the big step and enrolling a lot of people hesitate. Why is this and how can you optimise buy-in?
• Post implementation essentials – global total reward does not end on implementation. Far from it. What are the key actions post implementation to ensure the continued success of your program?
The session focuses on managing both the technical and practical implementation elements, as well as the essential cultural, communication and change management elements of implementing a successful global total reward framework.
Leadership is in crisis—from business to government, from religious institutions to the UN, leaders have lost their compass. And in the rough seas of a borderless economy, the Internet, and outsourcing, a seismic shift has changed the game: Virtually anyone can lead now. But how do you breed principled leaders? Is leadership a matter of DNA, culture, or coaching? Although still dominating our thinking and actions, traditional leadership approaches no longer work in today’s complex global markets. In an age of democratization, flattening hierarchies and virtual teams, leaders emerge in all walks of life and require a transformation of management: the mindset of command-and-control is simply too cumbersome and bureaucratic. But management practice has mostly failed to catch up, let alone to capitalize on the new landscape. It seems as though our behaviors were still dictated by old myths – and the costs and lost opportunities are enormous. Dr. Zweifel suggests a new leadership model he calls the “3 C’s”:
• Co-Leadership—not ordering people around but being their co-creative partner in their ongoing leadership development and their ownership of the organization’s challenges and strategies.
• Communication—being a masterful communicator who eliminates wasteful, past-based chatter like complaints or excuses, and who leads by speaking and listening effectively.
• Cross-Cultural strategy—being a global citizen who masters outsourcing, virtual teams and remote empowerment, and can parachute into any culture and get the job done while respecting the target culture’s values.
In individual, paired, and group processes, participants learn and practice 21st-century leadership tools along the Global Leader Pyramid™ (Self-Awareness, Relationship, Vision, Strategy, Action).
The Role and Impact of Rewards & Recognition Corporate Wellness Programs:
Michael Emoff, Partner at Boost Rewards and Chris Pulos, Partner with Brower Benefits Group will co-conduct an informative webcast on the role and impact of rewards & recognition corporate wellness programs and their positive effect on reducing overall cost of corporate employee healthcare benefits and creating a culture of engaged and health concious employees.
This session will provide insight on wellness programs from the insurance industry perspective. As subject matter experts, both Michael and Chris will provide compelling evidence that demonstrates that well-designed wellness programs—which almost invariably include incentives and rewards—result in better health and wellness outcomes as well as corporate insurance premiums.
Below is a brief example of some of the fact based information that will be contained in this eye-opening session:
The Journal of Occupational and Environmental Medicine found that poor employee health status results in a 5% to 10% decrease in overall productivity. Most U.S. employers implement wellness programs as a solution that offer discounted gym memberships, health screenings, tobacco cessation counseling, nutrition seminars, and improved food plans, but many cannot take advantage of the benefits due to minimal participation. Introducing a reward and recognition component into wellness programs is a strategic decision that boosts participation and allows companies to benefit from reduction in health care costs, decrease in absenteeism, and less employee turnover.
• Healthcare costs are escalating rapidly and globally (accounting for greater shares of the GDP of developed world nations—their threat to national economies exceeds any other single cost item).
• Individuals, families, employers, communities and governments are urgently seeking solutions. Most agree that the greatest potential lies in reducing the largely preventable conditions and diseases brought on by poor individual health choices.
• Between 70% and 75% of the $2.5 trillion spent annually in the U.S. on healthcare is invested in the treatment of preventable conditions, but less than 5 percent goes toward chronic disease prevention (Department of Health and Human Services, 2010).
The world has seen an explosion of technology platforms capable of delivering thank you, milestone and performance awards with the convenience of a click of a mouse. Leaders understand and acknowledge the value of recognition like never before. Companies are allocating a higher percentage of their budgets to recognize great work.
There has never been a better time to refocus on the Human side of Human resources. However –technological advancements, leadership buy-in and increased budget allocation enable, but don’t guarantee an effective recognition experience.
Kevin Ames from the O. C. Tanner Company, will briefly highlight important advances in our field over the past three years and most importantly, share, discuss and answer questions about three keys to enable you, as a leader, to maximize your resources, capture the hearts and minds of your employees and effectively utilize tools to actualize the recognition experience.
Our session will aid HR professionals to truly focus on the HUMAN resource to drive sustainable results over time by addressing the following three keys for success:
1. Inspiring your people to take action
2. Instilling a deep sense of value
3. Establishing a culture-a team that make appreciation a lifestyle
Over the last ten years, O. C. Tanner has created more appreciation experiences, for more people around the world, than all other companies in the recognition industry combined. We take a human approach to building cultures that inspire and appreciate great work. That energize. That excite. That move people to unlock the inherent desire of people to make a difference and create value.
Is your international organization working to develop a recognition culture that impacts your employees worldwide?
Join this informational webcast for an opportunity to learn the best practices for globalizing your recognition program, led by Mike Byam, Managing Partner of international recognition provider, Terryberry, and author of The WOW! Workplace. Whether you're already recognizing employees across the pond or you're planning to implement a global strategy, this webcast will offer tips and case studies to highlight how businesses have successfully recognized their employees located internationally.
In today’s business world, organizations are more global and connected than ever before. Effective leaders worldwide need to ensure that their people are motivated and engaged to take on the challenges they encounter. Developing a culture of recognition worldwide, in which employees are genuinely acknowledged for their contributions, is more important than ever to maintain productivity, profitability and retention of key employees. This presentation highlights current findings on how recognition strategies impact business goals in an international organization, and provides real-world examples and practical strategies for implementing or enhancing a global recognition initiative.
Attendees will learn:
• What the latest research shows about how recognition impacts employee engagement, productivity and profitability
• How businesses are adapting their employee recognition strategies to respond to an international employee base
• How to ensure your business is leveraging technology to engage your international workforce
• Understand how different award methodologies impact employees differently
• How to recognize employees appropriately within various cultural settings
64% of working Americans leave their job because they don’t feel appreciated (U.S. Department of Labor). The economy has forced many companies to ask their employees to do more work than ever before- without an increase in pay. This may keep the business running smoothly, but it has its consequences: a heavier workload and a tightened belt lead stressed and disengaged employees. Retention, turnover, and employee satisfaction are all equally important during difficult economic times. An organization can set themselves apart from their competitors by recognizing their employees with wellness and work/life balance initiatives. By making work/life balance part of a recognition strategy, employees will respond positively. When employees are happy, customers are happy. Using case studies from current and past clients as well as industry trends, Errand Solutions will show that a highly motivated and engaged work force is not optional, it is good business.
Recognition Professionals International has established 7 best practices that are designed to be useful for the creation and evaluation of recognition programs in the public and private sectors, large and small organizations, and organizations with single or multiple locations or functions. The first of these best practices is: Recognition Strategy. Without a sound strategy, a recognition program sets itself up for failure. Using work life balance programs as part of a recognition strategy allows an organization to recognize their workforce with elements that are important to the individual and the team. This webinar will show how HR metrics such as turnover, absenteeism, and employee engagement/satisfaction can be impacted recognizing with a purpose.