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  • Incentives Take to the Cloud By Ron Benegbi
    Moving incentive programs onto the cloud offers clients new opportunities, but concerns remain.

  • Go For the Gold By Susie Lyons, member, executive board of directors, Recognition Professionals International
    Organizations must address wellness and disease management incentives in 2008 for a number of reasons. If self-insured, they can use incentives to control health care costs. The goal is to see fewer employee sick days and higher productivity.

  • Employee Recognition - Creating an Effective Program By Suzanne Schell

  • Employee Recognition - Why Incentives Work By Suzanne Schell

  • Motivating Workers Worldwide
    Feature: In today's far-flung economy, companies need to manage recognition globally while tailoring rewards for local markets. Awards that are in line with business goals are the most likely to ensure a substantial payoff, but organizations expecting immediate results may be disappointed.

  • Employee Recognition Getting Its Due Boston Globe - United States
    Employees of companies large and small once worried about getting caught doing something wrong. Now the tables have turned and companies are focusing on catching their employees doing things right.

  • Shrewsbury woman 'pays it forward' with Fallon Worcester Telegram - Worcester,MA,USA
    The employees, including Ms. Fournier of Shrewsbury, were randomly chosen at an annual employee recognition event held in February.

  • Having fun can be serious business for local AE firms Seattle Daily Journal of Commerce (subscription) - Seattle,WA,USA
    Mahlum has a monthly employee recognition program that lets co-workers and superiors nominate someone for stellar performance.

  • Human Resource Jobs - Recognition Professionals International
    The Recognition Professionals International Career Center is your source for the best human resource jobs.

  • Dump the Cash, Load on the Praise By Bob Nelson
    An employee does a top-notch job with a tricky project and you want to acknowledge her hard work. So what's it going to be? A cash bonus? Author of "1001 Ways to Reward Employees" explains why this actually may demotivate and reinforce the idea that no dollars equals no thanks.

  • A Carrot a Day - A Dose of Recognition for your Employees By Adrian Gostick & Chester Elton
    Our job is teaching leaders how to say thanks. We know, that shouldn’t be a real job, but it is. Why? Because very few managers put this simple concept to work. Just ask yourself if you ever miss opportunities to thank your employees when they go above-and-beyond for you. Or ponder for a moment what happens when you don’t say thanks in a meaningful way when someone pulls off something great. Will they try that hard again?

  • Do You Even Know Me? Some Common Thoughts and Tips from Employees to Their Bosses By Roy Saunderson
    Each time I meet with and interview employees or conduct a survey in an organization I hear a common thread of concerns. So on behalf of those who feel unheard and unrecognized, let me share with all of us some of the repeated requests employees have told me to tell managers.

  • Looking for a Great Place to Work? By Christi L. Gibson
    The National Association For Employee Recognition (NAER) is the only association solely dedicated to the enhancement of workplace performance through recognition. NAER is an international non-profit association of employers dedicated to developing and promoting recognition programs that engage employees improve performance and increase return on objectives.

  • Become Best of the Best By Christi L. Gibson
    Organizations use cash and non-cash rewards to compensate employees and assume that adequate compensation will help motivate people to do their jobs. However, organizations attempting to achieve specific business goals through their people often have a need to address other organizational concerns to optimize their performance.

  • Where are Your Keys? By Christi L. Gibson
    Finding the key to your organization’s success is simple if you look to your employees. A Northwestern University study found there is a direct link between employee satisfaction and customer satisfaction and between customer satisfaction and improved financial performance*. It’s evident; bottom line success begins with employee satisfaction.

  • Over the Mountains and Through Woods to Land of Profits We Go! By Christi L. Gibson
    One of the key findings from a recent study conducted by Northwestern University entitled, Linking Organizational Characteristics to Employee Attitudes and Behavior* found there is a direct link between employee satisfaction and customer satisfaction, and between customer satisfaction and improved financial performance. Successful employers know this to be true; it’s common sense. When employees are recognized for accomplishments that promote the company’s goals and they are engaged, customer satisfaction increases and profits rise.

  • Rules of the Recognition Game By Cindy Ventrice
    Recognition is a powerful tool that can make workplaces, on average, 15-25 percent more productive. Done right, recognition makes employees more engaged in their work and more committed to your organization. Done wrong, employees become disillusioned and apathetic. Many factors contribute to whether recognition works or not. One of those factors is whether or not employees know the rules of the "recognition game."

  • Recognition System for Merging Companies By The Miller Company
    Market place changes are occurring at an increasingly rapid rate causing companies’ to become more efficient and, many times, to merge with other companies to create a stronger business model. Companies that are brought together to create one organization have the goal to be larger, more profitable and productive and have the strength to be a more successful competitor in today’s aggressive marketplace. To build a successful "merged” company, several challenges must be addressed.

  • Don't Pick the Wrong Carrot By Adrian Gostick and Chester Elton
    One of the questions we’re asked most frequently is: What do I give? To celebrate an employee’s achievement, to recognize a team, to reward a great effort? How do I know when to give something big, when to give movie tickets, when to send a simply thank you email.

  • Strategic Guidelines to Managing Cash & Non-Cash Employee Rewards
    N.A.E.R., a Trustee of Northwestern University’s Forum, has recently received the initial findings from a new study conducted by Northwestern University titled, Strategic Guidelines to Managing Cash and Non-Cash Employee Rewards*. This study was conducted to establish a management calculus and create a set of tools detailing how organizations can efficiently and effectively develop and implement various reward programs both cash and non-cash that would provide for the long-term betterment of the organization.

  • Good, imaginative, inexpensive gifts? You can give them. Impossible? By Beverly L. Kaye and Sharon Jordan-Evans
    Yes, the holidays are looming. What can you give to your employees? Choosing a gift can be a headache and an opportunity. On the opportunity side, we believe there is a wide array of gift ideas that any manager in any department of any organization could use to send a very special (and very important) message to an employee.

  • What Award Winners Demonstrate Vision, Creativity By Christi Gibson
    The National Association for Employee Recognition (NAER) announced the 2004 winners of the Pamela Sabin Recognition Champion Award at its Annual Conference on May 21 in Nashville. The awards, sponsored by Human Capital magazine, acknowledge recognition leaders who passionately believe in the principles of recognition and spread the message throughout their organizations. Barbara Ruddy, NAER member and acting director of organization and management development, Arizona Department of Economic Security, chaired the awards program.

  • What HR Can Learn From the Olympics: It's Recognition Done Right By Chester Elton & Adrian Gostick
    It’s 2004 under the sultry Athenian sun. Imagine you’ve just won the Olympic Decathlon—congratulations, by the way—and you approach the podium to receive your gold medal. Your head is swimming with memories of the endless hours of training, the immense sacrifices of yourself and your loved ones. You recall some early failures and remember that you nearly gave up many times, but something inside urged you to continue well past what you thought you could achieve.

  • A Valentine's Day Care Package By Dr. Beverly Kaye
    Valentine cards and gifts were traditionally sent to say "I Love You!” Today, however, they can also convey sentiments such as Thinking of You, I Appreciate You, I Care, and You Matter. While messages of this kind are always important to send to valued employees, they are particularly important in today’s tight labor market.

  • Roundtable Q&A By Sandie Hodel-Runtz
    Everyone agrees that top performance should be recognized, but not everyone can be at the top. As employers recognize that qualified workers may be in short supply in the coming years, they wisely want to make all employees who contribute to the success of the organization feel appreciated. However, employees who consistently do good work and are valuable to the company may not be able to compete head to head with a star employee. What are some of the strategies for recognizing all employees in meaningful ways, without diminishing the accomplishments of top performers?

  • Making Recognition Real By Roger Stotz
    It’s amazing how many supervisors believe they have provided recognition to employees, while the recognition goes completely unnoticed by the intended recipients. That’s stealth recognition. Unseen. Unfelt.

  • Goals Get You Going By Les Brown
    Goals give you a purpose for taking life on. People who live without goals have no purpose and it is obvious even in their body language. They are on permanent idle, they slouch, they list from side to side. Their conversations dawdle. They telephone you: "Hey, I'm just calling. I wasn't doing anything, so I thought I'd call you." Well, don't call ME. I'VE got things to do.

  • Four Cornerstones of Personal Mastery By Delorese Ambrose
    It’s been said that once you find the inner path, the outer path will reveal itself. Personal mastery hinges on our ability to integrate the inner path of reflection and the outer path of relationships and service. But here is the trap: life, by its very nature pulls us outside of ourselves. As we raise families, build communities and meet workplace demands, our energies are consumed by the outer world of relationships, tasks and deadlines.

  • Someone You Must Meet! By Christi Gibson
    Three key findings from a recent study conducted by Northwestern University entitled, Linking Organizational Characteristics to Employee Attitudes and Behavior—A Look at the Downstream Effects on Market Response & Financial Performance.

  • People Don’t Leave Companies, They Leave Managers By Adrian Gostick and Chester Elton
    Why do people quit a company? Is it really more money, better benefits, greater opportunities? Or could it possibly be you? Research shows that while employees can live indefinitely without a corner office, perks, or even assigned parking, the one thing they can’t go without for long is recognition.

  • Seeking Out Quality People By Les Brown
    It is important to align yourself with what I call OQP, Only Quality People. You should endeavor to surround yourself only with people who will enrich and empower you, people who will enable you to transcend yourself and to grow. This sort of support group, your pit crew for progress in your life, can strengthen you in moments of weakness and bring you up when you are down.

  • Make your Favorite Word 'Yes' By Rich Grandinetti
    To increase profitability, have a better quality of life, be in a great work environment, impact families and the business community, your favorite word must be "yes”. Is it possible, to say ‘yes’, to every request you receive from an internal or external customer? Before you answer that question, answer this, "Is the customer always right?” Answer: The customer is not always right, however, the customer is right … right now.

  • Making Time for Recognition By Cindy Ventrice
    We have good intentions. We plan for employee recognition but something always seems to come up that demands our attention. We put recognition on our To-Do list only to watch it get bumped off by other priorities.

  • The Cookie Lady By Joseph L. Mancusi, Ph.D.
    Two ex-school teachers worked as managers in a large office employing 160 people. Each had about forty to fifty people in her department. Both were very strict about tardiness, poor work, and noise in the office. They both came across to me as over-controlling, dominating, and interfering people. Both were, however, considered fair by their supervisees. Both women were over fifty years old. The average age of their workers was in the 20 to 25 year range. The mismatch in age and work styles had the makings of a disaster.

  • The New Reality: How To Succeed In the Box By Rick Grandinetti
    Many people blame September 11th for the current recession and refer to our current economy as the new reality. September 11th did not catapult us into a recession. It did, however, expose companies’ weaknesses, their lack of planning and a dearth of strategic uniqueness over competitors. After 140 months of economic growth, American businesses were suddenly vulnerable when catastrophe disrupted our lives.

  • Recognition & Manager Accountability By Bob Nelson, Ph.D.
    When it comes to recognizing employees, most companies have trouble holding their managers accountable. After all, how can you make someone be nice to their employees? Plus, if you do force them to do something they don't want to do, won't they resent it and undermine your effort, anyway?

  • Staying Longer? Make it Better! By Beverly Kaye & Sharon Jordan-Evans
    If you’ve ever thought the grass must be greener in another workplace, you’re not alone. We’ve all felt that way at some point in our work lives. In the workplace, these feelings can cause you to head for the door (leave physically), or cause you to stay put but shut down (leave psychologically—turn down your energy, your oomph.) Some of us give it a lot of time before we get to the point of departure (sometimes too much). Some of us give it too little time and move on too quickly.

  • What's the Universal Reward? Praise! By Beverly Kaye & Sharon Jordan-Evans
    Check your files. Somewhere in there is a letter from a boss thanking you for a job well done, right? You’ve cleaned out all the others over the years, but this letter of praise remains. Why is that? Praise works for everyone. There’s really no such thing as too much praise (as long as it’s sincere). We suggest you take your employees’ individual preferences into account and then do the following.

  • Little Things Mean a Lot: Thinking Creatively About Rewards By Beverly Kaye & Sharon Jordan-Evans
    Do the managers in your organization struggle to think of other ways to reward and recognize their employees? If your answer is "yes, invite them to think about themselves. Ask: what could your boss do that would really demonstrate how much he or she values you (besides giving you a raise or praise)? Give them these hints to get them started.

  • How to Work for an Idiot By Dr. John Hoover
    After studying Idiot Bosses for nearly two decades, I finally understand why females in certain species eat their young. The experience of working for an Idiot Boss is so universal and the feelings of frustration so widespread that the mere mention of the subject resonates throughout the human race. It does not resonate, however, with Idiot Bosses (code name: ‘I-Bosses’), not because they take exception to the name-calling and innuendo, I-Bosses just don’t get it—any of it.

  • The Sacred Mules: Extinct Breed or Living Fossils? By Joseph L. Mancusi, Ph.D.
    My grandfather was a coal miner in Pottsville, Pennsylvania in the early part of the twentieth century. He died of black lung disease. Most of the miners were immigrants from European countries such as Ireland, Poland, Italy, or in his case, Lithuania. Miners were expendable and interchangeable. If one got injured on the job, he was brought home in a cart and dropped off at his front door. Owners and managers of the mines considered injuries the fault of the miner or an Act of God.

  • Leadership Development is Character Development By Jim Kouzes
    Leadership is a relationship between those who aspire to lead and those who chose to follow. Sometimes the relationship is one-to-one. Sometimes it’s one-to-many. But regardless of whether the number is one or one thousand, leadership is a relationship.

  • Heart of the Matter By Jim Kouzes
    Courage. Encourage. Two words. Same origin. Heart. As the song goes, you gotta have heart. Miles and miles and miles of it. There’s no bravery or boldness without heart. There’s no spirit or support without heart. There’s no sacrifice or soul without heart. Nothing great ever gets done without heart. You gotta have heart.

  • Clone Behaviors Get Results By Louise Anderson
    Every team has its shining stars, the people who continuously produce and seem to know intuitively how to be successful. But superstars tend to be thin on the ground, prompting managers to say things like, "I wish I could clone her.” You can’t clone your top performers, but you can clone the things they’re doing to be successful. What if companies could help their everyday performers – the middle 80 percent – bring their performance up closer to superstar level? Even a small improvement would have a big impact.

  • Surveys say…"Recognition still Critical" By Greg Boswell, O.C. Tanner Recognition Company
    After all is said and done, the focus for 2000 will still be on people. After a decade characterized by downsizing, right sizing, and restructuring, the most successful companies are those that have learned to focus on recognizing the importance of their most important asset: their people. Study after study shows what most of us intuitively know but all too often forget - Recognition is critical in motivating, satisfying, and retaining employees.

  • Why Managers Don't Use Non-Monetary Recognition By Bob Nelson, PhD
    Following is an abstract of my Ph.D. dissertation, which represented some three years of work, and was just completed this spring with the Peter F. Drucker Graduate Management Center at Claremont Graduate University in suburban Los Angeles.

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