Is your employee recognition program missing a key enabler for success?
Although organizations devote an average of 1-2% of corporate expenditures to employee recognition, a majority provide no training for managers.
Why is it important to help managers get better at recognition, and what can your organization do to improve recognition effectiveness? To find out, we interviewed Jack Wiley, Ph,D., and Charles Scherbaum, Ph.D., two industry-leading experts on employee engagement and recognition
Much has been written in recent years about the need to improve Employee Experiences (EX). Many of the solutions offered under this umbrella include technologies that enable self-service, greater convenience and more personalized experiences at work. Programmatically, EX initiatives typically focus on making improvements in technical, cultural and physical environments within the workplace.
Our latest best practices report, The Career Experience Continuum, explores employee experiences from a different vantage point—the perspective of individual employees and what they really want from the work environment over the course of their tenure with an employer. When these needs are not sufficiently met, motivation and productivity decline and employees seek career opportunities elsewhere. The average person changes jobs 10 to 15 times during their career.1 Every year companies lose 25% of all new employees.2 77% of that turnover could be prevented.3
The tightest market for talent in five decades has resulted in a cavalcade of content from thought leaders, analysts and vendors, most of it focused on fixing what’s broken in current recruitment processes. Improving the candidate experience is a hot topic, because it’s a buyer’s market.
What do candidates really want? Recruitment marketing, which represents the largest portion of most talent acquisition budgets, is getting a lot of attention, and the prevailing best practices have their origins in consumer marketing.