Using Recognition to Drive Engagement and Business Results

Denise Willett

Senior Director Achievers EMEA

Achievers | Listen

Percentage of British Employees who are engaged at work…

11% Gallup State of the Global Workplace 2017

Companies with highly-engaged

workplaces outperform their peers in

earnings per share by

Source: Gallup – Q12 Meta Analysis May 2016

The focus in the workplace has shifted

from employer to employee

Companies with highly-engaged

workplaces outperform their peers in

earnings per share by

Source: Gallup – Q12 Meta Analysis May 2016

This shift requires alignment between

company and employee values

THEN: GOALS DRIVEN

EMPLOYEES ACCEPTED

DIRECTION,PAY ANDSTABILITY

NOW:VALUES DRIVEN

EMPLOYEES WANT PURPOSE,

RECOGNITION, AND PERSONAL GROWTH

Companies with highly-engaged

workplaces outperform their peers in

earnings per share by

Source: Gallup – Q12 Meta Analysis May 2016

When alignment

happens, you can

spot engagement

a mile away.

Companies with highly-engaged

workplaces outperform their peers in

earnings per share by

Source: Gallup – Q12 Meta Analysis May 2016

The Customer

Experience

is determined

by

The Employee

Experience

Companies with highly-engaged

workplaces outperform their peers in

earnings per share by

Source: Gallup – Q12 Meta Analysis May 2016

And the business thrives

Companies with highly

engaged workplaces

outperform their peers by

in earnings per share

147%

Companies with highly-engaged

workplaces outperform their peers in

earnings per share by

Source: Gallup – Q12 Meta Analysis May 2016

“Long hours, lack of communication. A lot of turnover. Regional managersare vindictive and always looking forthe negative in the staff.”

Glassdoor Rating: 2.6Stock Performance: -19.1%

R E V I E W

When company and

employee values

don’t align,

everyone knows.

So...

what does it

Take to

consistently

engage

employees

today?

Companies with highly-engaged

workplaces outperform their peers in

earnings per share by

We all know

recognition works...

“Recognizing employees is the simplest way to

improve morale and employee engagement.”

Source: Harvard Business Review May 9, 2016

…and, Harvard Business Review agrees.

HBR, The Impact of Employee Engagement on Performance

72%

70%

70%

69%

67%

64%

54%

52%

Recognition given for high performers

Individuals have clear understanding of how job contributes to strategy

Senior leadership continually updates/communicates strategy

Business goals communicated company-wide and understood

Individual staff goals aligned with corporate goals

Assessment and performance reviews aligned with corporate goals

Some or all staff pay linked to corporate goal achievement

Training and development organized around corporate goals

HBR’s Most Impactful Triggers of Employee Engagement

▪Moments matter

▪ In flow of work

▪Social and inclusive

Leverage the power

of recognition to drive

alignment and employee

engagement.

High-Frequency Recognition = Engagement

Source: 2014 Retail Customer Study

NUMBER OF RECOGNITIONS ANNUALLY

40%

57%

0 12

EMPLOYEE ENGAGEMENT SCORE

Recogni t ion Programme

Companies with highly-engaged

workplaces outperform their peers in

earnings per share by

Source: Gallup – Q12 Meta Analysis May 2016

Companies with highly-engaged

workplaces outperform their peers in

earnings per share by

Survey fatigue?

OR

Inaction fatigue

▪ Quarterly surveys provide fluid measurement

▪ HR has plenty of data!

▪ Laborious action planning that few follow

How are managers doing with creating

and completing action plans?

Achievers | Listen

Close the loop

between

feedback

and

action

MeetAllie

Active Listening Interface

Always on

Personalised

Bite Sized Actions

Achievers | Listen

Allie

Always on

Personalised

Bite Sized Actions

To empower

EMPLOYEES

Achievers | Listen

PulseEngagement surveys

ReportsMeasure & Act

@Achievers #AACE17

Always on

Personalised

Bite Sized Actions

To empower

MANAGERS

Achievers | Listen

Who Owns Engagement?

▪ 70’s-80’s: Employee Satisfaction – Owned

by Personnel

▪ 90’s: Shifted focus to employee commitment

▪ 2000’s Attention on employee engagement

and performance, and introduction of

employee mobility

▪ Today focus is on having engagement

owned by the C-Suite

The Future of Engagement

The Future of Engagement

...in the future employee engagement will be

owned by…

in the future

employee engagement will be owned by

The Future of Engagement

...the employee.

Change the way the world works

Q&A