In our review of what organizations are doing to optimize recognition this year, we learned that innovators are focused on helping managers improve their ability to deliver meaningful recognition. As one recognition leader put it, “We have the technology infrastructure in place. What we need now is to help people, particularly managers, better understand how to deliver recognition experiences that are meaningful.”
While widespread adoption of social recognition platforms has occurred, growing at a compound annual growth rate of 12.5% since 2018, the recognition programs and support delivered via these platforms become stale over time and need to be revitalized to remain fresh and relevant.
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The COVID-19 crisis thrust HR leaders onto the front lines of ensuring worker and workplace safety. As economic forecasts call for a return to real GDP growth by mid-year, CEOs are focused on strategies and initiatives to accelerate success in a fundamentally different world.
Our latest report, How Can HR Leaders Accelerate Success?, provides research and insights for what HR leaders should consider in formulating plans to ensure that their organizations will be well positioned to achieve sustainable growth.
If 2020 taught us anything, it is that the institutions and systems we rely on as a society are vulnerable and fragile. The year that may go down as the worst in history delivered a series of previously unfathomable crises that underscored dangerous cracks in our systems for ensuring health, safety, social justice, and effective governance.
The HR profession was on the front lines of responding to the health, safety and economic consequences of the pandemic while also addressing issues of inequality and fairness in the workplace in response to widespread social protests. The impacts of these crises, and the contemplation of their longer-term consequences in the workplace, will ultimately require a reevaluation of organizational responsibility for the psychological and emotional well-being of workers.
As the pandemic continues to take its toll in health, economic and emotional terms, employees everywhere need to hear that their contributions are valued. With virtual interactions now the primary form of engagement between many workers and their managers, meaningful affirmations that were once conveyed face-to-face are now delivered online. What managers say and how they say it matter now more than ever.
Our latest report, The Sound of Leadership, presents insights and expert advice on how managers can use verbal interactions to improve employee engagement and their sense of appreciation, purpose and belonging.
