tag:blogger.com,1999:blog-7686742259258701545.post4026708293902809067..comments2024-03-28T09:29:23.550+00:00Comments on Strategic Human Capital Management (HCM) Blog: With Globoforce on Social RecognitionJon Inghamhttp://www.blogger.com/profile/05553537200734270043noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-7686742259258701545.post-48428370289718691832011-12-08T20:08:18.035+00:002011-12-08T20:08:18.035+00:00Thanks for all this Charlie, and also thanks again...Thanks for all this Charlie, and also thanks again for the invite to a great event.Jon Inghamhttps://www.blogger.com/profile/05553537200734270043noreply@blogger.comtag:blogger.com,1999:blog-7686742259258701545.post-44095989790410462342011-12-07T17:47:15.784+00:002011-12-07T17:47:15.784+00:00Jon,
Thank you for attending our event yesterday...Jon,<br /> <br />Thank you for attending our event yesterday. It’s great to see your level of thinking about employee recognition. Our discussions today clearly illustrated that recognition has evolved and reinvented itself as both a social and strategic practice critical for HR leaders. <br /> <br />This post is good and leads to important questions for the industry moving forward. I did want to address a couple of the ideas, as I do think we share similar vantage points. The most effective recognition is a by-product of a great company culture (though recognition can also reinforce a company’s cultural vision/core values). Effective social recognition is also certainly more meaningful when it’s between the people that matter to you most - peers and managers alike. Think of it as a living performance review that shows employees how their work is benefiting people around the organization. This leads to higher performance and engagement as employees get greater clarity about what their peers – their social network at work – expects and needs from them every day.<br /> <br />Lastly, I wanted to address your question regarding our Globoforce Mood Tracker, which surveys employees in the United States about their current attitudes and perspectives on their job. It is true 38 percent said they planned to look for a new job. We view this as a high figure that should make HR leaders take notice. That figure likely has two opposing factors in play as well – economy/job availability may keep this number lower, while job cuts and added work push it higher. Regarding the 49% who said they would leave a job for a company that offered better recognition – we see this as employees expressing their need to be valued. Employees are more engaged when their needs are met on both psychological and monetary levels – however, the psychological need is often ignored. When this is met, employees feel more confident in their roles and productivity rises, as does overall satisfaction with the company/job. Here is a link to the full report from September 2011: http://www.globoforce.com/mood-tracker-september-2011.<br /> <br />Charlie Ungashick<br />Chief Marketing Officer<br />www.Globoforce.comCharlie Ungashickhttp://www.globoforce.comnoreply@blogger.com