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Recognition in The Real World
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Leading With Compassion: Living Above the Line by Dr. Brad Shuck

Posted By Ava Ewald, Thursday, July 2, 2020
Updated: Thursday, July 2, 2020

By Dr. Brad Shuck

Associate Professor and Research Director of the Human Resource and and Organizational Development Program, University of Louisville

 

Living Above the Line

 

Everything seems different right now. Because, in many ways, in the span of a few days and weeks, everything changed. And this change calls for a different kind of leadership. Right now, more than ever, we need to be leaders who lead with compassion. To help understand what this looks like, I’ve developed a framework to clearly show the six defined behaviors of compassionate, courageous leaders. We call living into those behaviors living ‘above the line.’ Those six behaviors include: dignity, authenticity, presence, accountability, empathy and integrity. The behaviors below the line — humiliation, insincerity, distractedness, avoidance, detachment and dishonesty represent dysfunctional behaviors – behaviors that are ultimately destructive to your culture and company. It, of course, takes courage to live above the line and lead with compassion, especially when everything feels different. In times of stress and chaos, it might feel easy to operate below the line and be distracted and detached, for example, especially when we are faced with obstacles we’ve never experienced before. But, living here – below the line – can create more problems that build over time and have a cost in the long term. The surprising truth about this model is that it applies to our situation today more than ever. And it doesn’t cost any money to lead with the behaviors that are above the line. It is 100% free to be authentic. Authenticity right now might sound like, “I don’t know what may happen in the next couple of weeks, but here’s what I do know. Today, we're in this together.

 

 

We’re in unprecedented times, but it is the unprecedented times that bring out the most innovation and creativity. This current situation can help us thrive.” These behaviors will not work if you don’t put them into action. You can’t just have dignity and authenticity; you have to display it to others. You have to give it away. That may mean having a very difficult conversation with someone right now and focusing on coming from a place of dignity and empathy — allowing that person to maintain their sense of worth and trying to see each situation from their point of view, without judgment. This is game changing. And like most things worth pursuing, this takes time, energy and capacity. Running over capacity over long periods of time as a leader takes a toll in the way we interact with other people. Generally, living and leading from a place of overcapacity leads to frustration. Frustration is a cognitive bias we use to make a decision in the moment when we don’t have the mental capacity to think about something. What we see is frustration but what is happening can feel overwhelming emotionally. And frustration – the currency of too much going on around us – can trigger a loss of control.

 

So how can we lead with compassion and ensure we stay above the line?

 

1. Establish new routines and rituals. The way to add capacity back into your day is to build in routines that in turn increase mental and emotional capacity. Routines allow us to pay attention to the bigger picture, not the small things that can become routine. Rather than give in to the distraction and noise around you, focus on casting the larger vision and inspiring through people.

 

2. Display predictable behaviors. Predictability helps to build capacity back into your day because you don’t have to worry about other things that are now part of your established routine. You now can direct that energy to more important issues. An example of the importance of predictability is how you communicate. Right now, your team is looking for steady, calm, intentional communication. In the midst of this crisis, communication and collaboration are the heartbeat of your culture. If your team knows what to expect, they will feel more empowered to establish a stronger trust with you and with each other.

 

3. Inspire to the priorities. Clearly articulate the priorities to the team so they feel confident in the direction. What are the three things we need to do today? What big rocks do we need to move and how do I as a leader inspire that direction? Define milestones and project check-ins.

 

4. Connect the work to your mission. Use storytelling as a way to show how work continues to be incredibly meaningful. Tie projects and tasks back to the mission so your team understands and is excited by the work they are creating. Even in a remote setting, they will feel connected.

 

There is no template for how to lead during an unprecedented time. Compassion provides a guiding framework to use as a map. And compassionate leadership gives us a guide for what great leadership can look like and how we can be extraordinarily effective. As leaders, we get to define how work will be done in the future – the challenge is to make sure we set the opportunity now by leading above the line.

Tags:  compassion  recognition 

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Leading With Compassion: Share Your Umbrella by Dr. Brad Shuck

Posted By Ava Ewald, Thursday, July 2, 2020
Updated: Thursday, July 2, 2020
By Dr. Brad Shuck 

Associate Professor and Program Director of the Human Resource and Organizational Development program, University of Louisville

 

There’s no question that almost everything right now is being handled differently. How we lead is no exception. The traditional way of leading starts by sharing a plan, which is followed by directing the execution of that plan. But truthfully, plans right now sound like noise. The leaders we need right now are showing up with a different set of skills. We call that skill set compassionate leadership. I believe the companies that are doing it right start by leading with compassion, then they inspire with a plan. 

What does leading with compassion look like? Compassion is grounded in three easy and often overlooked principles that help us understand how to lead differently right now: 

Compassion is totally undeserved; 

Compassion requires relentless commitment; and, 

Compassion comes from a place of unselfish humility. 

Principle 1: totally undeserved 

Let’s start with the analogy of an umbrella. 

You may have had an experience where you’ve been walking down the street in the rain and saw somebody else walking who is getting soaked. It’s raining like crazy and you have an umbrella. So, you decide to come alongside them and share your umbrella. That’s compassion. There is no judgment with the action. You don’t scold the poor wet person because they didn’t have an umbrella. “You didn’t check the weather today? Everybody has access to this information; why didn’t you plan ahead?” or “What’s wrong with you?” Rather, you simply extend and share your umbrella. You help the person in need — not because they earned it, but because they need it. That’s compassion. 

This illustrates what is different about our current situation. This is the time to simply show up and share your umbrella, whatever that is and whatever it looks like. Just share it. In a business context, sharing your umbrella could be about noticing someone who is struggling with a project or is simply overwhelmed.  

Principle 2: relentless commitment

Let’s continue with the ‘sharing your umbrella’ strategy and talk about relentless commitment. Imagine you are walking down the road and see someone who needs an umbrella. Rather than turning around and walking away, ducking out of sight or going in a different direction, you actively pursue the person and offer to share your umbrella. That’s relentless commitment. Essentially your actions say, “Let me help you; let me shield you; let me support you here in the moment.” It is about leading with a sense of relentless and committed pursuit. The alternative leadership style is fragile, transactional and judgmental. Compassionate leadership is judgment-free and more importantly, transformational. 

Principle 3: unselfish humility 

The third principle of compassionate leadership is unselfish humility. It means putting others first. Maybe there isn’t enough space under the umbrella, so your shoulder gets a little bit wet. Maybe in your pursuit, your socks get soaked. No problem. Socks dry. This is all about putting others oftentimes before ourselves. It’s about taking responsibility and stepping into the gap. Every single day there’s a new opportunity to put out a fire, to do something different, to pivot, to move, to change, to modify, and we need leaders who will step into that gap. That is an unselfish humility. It is about serving and being in service to others.

But what happens when you share your umbrella, you pursue that person, and you find out they actually like walking in the rain. Getting wet is a choice they want to make. That is okay. Compassion does not require a reaction, only action. Extending the offer is the compassion and then we empower others around us to make their own choice. Some will duck quickly under your umbrella, relieved they are no longer alone. Others may say thank you and choose a different path forward. Both are perfectly okay. That choice is theirs to make and at the end of the day, that’s an acceptable and judgment-free choice. But don’t miss that extending the offer lets them know you’re available for them. Sometimes simply letting people know they’re invited into the conversation means as much as being part of the conversation. Our view of compassionate leadership provides a framework that has the potential to transform the lives of the people who work on our teams and in our organizations. How we do things as a business during this time will be forgotten, but the way in which we lead will define our legacy for generations to come. It begins with acts of compassion.

Tags:  7 Best Practices  compassion  umbrella 

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RPI Honors The Ohio State University Wexner Medical Center, Cone Health, Dar Al Riyadh Group, Microsoft®, CR Worldwide and Vancouver Coastal Health with 2020 Best Practice Awards

Posted By Ava Ewald, Thursday, June 11, 2020

 

ST. PAUL, Minn. (June 2020) – For over 20 years, Recognition Professionals International (RPI) has been the independent authority and voice in driving employee engagement through a recognition strategy based on research, practice and standards.

 

The RPI Best Practice Standards® are based on knowledge gained from academic literature, professional conferences, and shared experiences in developing successful recognition programs. These standards have been amended periodically to reflect the lessons learned from previous program cycles, including suggestions from RPI Best Practice Standards® judges and award recipients. They are designed to be useful for the creation and evaluation of recognition programs in the public and private sectors, large and small organizations, and organizations with single or multiple locations or functions.

 

There are seven RPI Best Practice Standards®:

Standard 1: Recognition Strategy
Standard 2: Management Responsibility
Standard 3: Recognition Program Measurement
Standard 4: Communication Plan
Standard 5: Recognition Training
Standard 6: Recognition Events and Celebrations
Standard 7: Program Change and Flexibility

 

This year, organizations could submit for all 7 RPI Best Practice® Awards or select specific standards for their recognition programs. Congratulations to the 2020 Best Practice Award Winners!

 

The Ohio State University Wexner Medical Center was awarded the 2020 RPI Best Practice Overall Award for excellence in all standards.

 

Cone Health was awarded in Standard 6 and Standard 7.

 

Dar Al Riyadh Group was awarded in Standard 1, Standard 5 and Standard 7.

 

Microsoft® was awarded in Standard 1.

 

CR Worldwide was awarded in Standard 1, Standard 4, Standard 6 and Standard 7.

 

Vancouver Coastal Health was awarded in Standard 6.

 

The RPI Recognition Champion Award in honor of Pamela Sabin was launched 20 years ago to honor recognition practitioners who demonstrate a strong passion for employee recognition. The evaluators look for people who:

·       Display leadership in taking the initiative to spread the message throughout their organization.

·       Exhibit passion in promoting the principles of recognition by addressing and/or overcoming obstacles.

·       The organization's programs and/or initiatives demonstrate an on-going commitment to recognition practices including measurement.

·       The nominee demonstrates a commitment and serves as a role model for recognition practices in word and delivery.

 

This year’s recipient — Lonnie Ross, Engagement Manager,  DTE Energy — was nominated for her outstanding work at DTE Energy in Detroit, Michigan.

 

RPI’s Spotlight Award was presented to Kevin Cronin, CRP and Kimberly Huffman of  Dollar General. The award, which is voted on by members of the RPI Board of Directors, is given for above and beyond behavior to the members who continuously add value to the Association.

 

Please visit our Awards page for more information.

 

About RPI

Founded in 1998, RPI is the only professional association at the forefront of workforce recognition through its sole focus on recognition innovations and education as a systematic method for improvements in the workplace. RPI is endorsed by top authorities in the industry, has an impressive membership of Fortune 500 organizations and is the only association offering Certified Recognition Professional® (CRP) courses.

 

Tags:  awards  recognition 

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Release from Incentive Federation Inc. Concerning The Paycheck Protection Program Flexibility Act ​

Posted By Ava Ewald, Thursday, June 11, 2020

Release from Incentive Federation Inc. Concerning The Paycheck Protection Program Flexibility Act

On June 5, 2020, Congress passed The Paycheck Protection Program Flexibility Act which made several changes to the Paycheck Protection Program. In response, Incentive Federation Inc. published the following news release to summarize the changes: 

The Incentive Federation’s legal counsel, George Delta, Esq., has provided a detailed summary of the favorable enhancements that the PPPF Act includes for small businesses such as:

1. The requirement for 75% of the loan forgiveness amount being attributable to payroll costs has been amended.  Now, an eligible small business recipient (borrower) is only required to use 60% of the covered loan for payroll costs to receive loan forgiveness.  This important change allows small businesses to spend more on overhead and fixed expenses such as utilities and still receive loan forgiveness.

2. Borrowers under the PPP will now have 24 weeks to use loans for approved expenses and have them forgiven, provided they meet a deadline of December 31, 2020 to submit loan forgiveness paperwork. Small business borrowers can use the period of 24 weeks to restore their workforce to levels before COVID-19 to achieve full loan forgiveness.  

3. The PPPF Act has two new provisions that would assist borrowers in having the full amount of their PPP covered loan forgiven even if they are unable to rehire their pre-existing workforce.  

4. The PPPF Act extends the minimum maturity term (repayment period) for PPP loans for new and existing borrowers from two to five years.

On April 3, 2020, the Incentive Federation published  the most important provisions of the Coronavirus Aid, Relief, and Economic Security Act (“CARES Act”) of 2020, an omnibus law aimed at providing relief to big businesses, small businesses, households, the unemployed, independent contractors, mortgage holders, and those with student loans, among others.  That legislative update and the more current update announcing the changes to the CARES Act are posted on the Incentive Federation’s website homepage at www.incentivefederation.org
If you have any questions about the CARES Act or the PPPF Act, contact Delta at gdelta@verizon.net or at (703) 582-7040.

Register for RPI's virtual conference in September.

 

Tags:  release 

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RPI Members Share Recognition Stories during the Pandemic

Posted By Sue Yoemans, Thursday, June 4, 2020

On Wednesday, May 13, RPI hosted Community Connect, a call with members. Over 40 members joined to share what they have been doing, what concerns they have, and where they would like RPI to offer help during this time and into the future.

Many members shared concern over the lack of day-to-day recognition which can be challenging with remote work. Many members are canceling in-person recognition events for the rest of the year and working on creative ways to recognize their employees virtually.

While COVID-19 has presented extreme challenges, recognition practices are still at the forefront — especially during this time.

RPI Executive Committee Member Susan Hall, CRP, Gateway First Bank, shared that her company sent care packages to all 1,300 employees with a letter from the CEO. “It included masks, a t-shirt that 'says stronger than ever,' hand sanitizer and snacks. We also created an internal Facebook page to just to stay connected and had Nashville Songwriter Reed Waddle do an hour of songs for us.”



Amy Hurley, LSW, CRP, Past-President of RPI’s Board of Directors and Program Director for Faculty and Staff Recognition at The Ohio State University Wexner Medical Center, gave members a look into how her organization has been recognizing medical professionals at the Wexner Medical Center: They have been delivering over 200 community restaurant-donated meals a day with thank-you notes from school children, OSU athletes, and community members every day to their hard-working medical professionals. They filled “CARE” bags specifically for the professionals treating patients with COVID-19.

Hurley explained, “We made CARE bags for our units treating [COVID-19] patients with gold bond powder and face wipes for their raw faces and lotion for their raw hands, as well as hair ties, Chapstick and mints. In order for our staff to have their N-95 masks sanitized and re-used they cannot wear any lotion, makeup, or Chapstick so they really appreciate having items when they get to take them off.”

Recognition is needed now more than ever, and RPI members shared other ideas including:
Remote recognition ideas:

  • Importance of regular peer-to-peer recognition
  • E-cards
  • Recognition in a Box: sending awards and recognition to employees' homes and scheduling a video ceremony to recognize them virtually
  • 6 word messages
  • Virtual happy hours and bingo/games to keep connected
  • Make it easy to share on social media
  • Include family in recognition — meals delivered to the employee's house
  • Virtual gift certificates
  • Ask questions on calls to generate connections — what are you reading during quarantine? What gives you joy?
  • Make sure senior leaders are communicating regularly so employees do not feel isolated or out of the loop

The Member Connection call facilitated by President R. Scott Russell, CRP, CA Short, was filled with energy and excellent ideas. RPI will plan these Connect calls regularly, as well as launching vertical industry discussion groups. Thanks to all who participated and shared ideas. Get more ideas at the RPI Blog.

Tags:  health care employee engagement  recognition  success stories  working remote 

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Habits of a Successful Remote Team

Posted By Ava Ewald, Friday, May 29, 2020

RPI aims to help you improve your recognition and engagement practices, developing its 7 Best Practice Standards to guide you through the process of bettering your program. It may be overwhelming to process how to improve your program when you are not with your employees in person, but with simple steps, you can find ways to engage your employees from a distance.

 

For many, remote work is the new normal. Many of us have been able to see the benefits and challenges that come with it and are looking for ways to make remote work more productive and gratifying. In this post, we will review some habits that successful remote teams engage in to promote productivity, engagement and team building.

 

  1. Team members have home workspaces

Finding a consistent space to work in helps you mentally separate work from home when they are in the same place. A Business News Daily article explains that this can be as simple as a set of notepads and pens that you set out on your kitchen table every day—it does not necessarily have to be an entire separate room or office. This habit is important for creating a work routine from home.

  1. Teams maintain an online team workspace

In addition to having your own designated work space at home, Business News Daily recommends having a clear and consistent virtual workspace that you share with your employees. This may be a chat platform like Google Meet, Slack or a GroupMe text group message. While email works great, having an informal platform for more casual chat promotes team building.

  1. Teams meet frequently

Communication needs to be constant. Quoted in Forbes, Project Management Institute CEO Sunil Prashara recommends daily check-ins with employees to not just touch base on ongoing projects, but to also make sure that everyone is feeling okay and motivated. This is important for any remote team at any time, but particularly now with a global pandemic that is putting extra weight on many around the world.

  1. Members are empathetic

Harvard Business Review regards empathy as one of the main factors that make a remote team successful. Many employees are working in the same spaces where their children are trying to learn and their pets play. Be patient with employees when they are interrupted, as many are trying their best to work and run households. 

  1. They take time to chat

Another way to build trust on your remote team is to foster chitchat. Medium explains that you have to be much more intentional about this when you are remote versus when you are in the office. Knowing about your employees’ and coworkers’ hobbies and interests outside of work makes it more fun to work with them. Successful remote teams spend time getting to know each other.  

 

Working remote is not easy. You have to be thoughtful about how you craft your schedule, your space, and your modes of communication.

 

Register for our virtual conference in September.

Read more about RPI’s 7 Best Practice Standards.

Become a Certified Recognition Professional.

 

 

Tags:  habits  recognition  remote work 

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Remote Peer-to-Peer Recognition

Posted By Ava Ewald, Tuesday, May 26, 2020
 While many of us have been working from home for a few months now, adapting recognition habits that existed in the office may be difficult in your new virtual environment. The first of RPI’s 7 Best Practice Standards is recognition strategy. It is important to thoughtfully develop your own strategy for your organization, and adjust your virtual strategy.

 

In a blog post for CA Short, RPI President Scott Russell explains that peer-to-peer recognition is more scalable than top-down recognition and it builds culture by creating trust between employees. Today, we will look at how you can adapt your peer-to-peer strategy to a completely virtual environment.

 

1.     Set goals

Simply telling your employees to recognize each other is not enough. Be specific and set some expectations. For example, encourage your employees to recognize another employee once a week via email, text or phone call. This clear direction will make it more likely that they will recognize their peers.

 

2.     Have them help each other

One great way to recognize someone else is to lend a hand. Encourage your employees to reach out and offer support to an employee who is spread too thin. This is a great way to acknowledge someone’s hard work while giving them a break. Writing for Predictive Index, David Brumaru says this can be as easy as offering to grab them a water or a coffee when they are particularly tuned in, but you could go even further and take on a task for them.

 

3.     Encourage bonding

This is particularly important now that many are lacking social interaction. Encourage employees to take virtual coffee breaks or lunches to connect with each other. You could take this one step further by randomly setting up your employees, which was an idea from Predictive Index.

 

4.     Find recognition software

Implementing a recognition platform keeps recognition at the forefront of employees’ minds. This would work particularly well in a remote environment. Scott Russell explains that CA Short’s  platform is robust yet easy to use.

 

5.     Give awards to give

Microsoft’s blog encourages employers to find a reward, such as an e-gift card, that can easily be given remotely and send a code to each employee to give to someone they want to thank. This way, you are encouraging recognition, but giving employees the ability to recognize others.

 

Check out RPI’s 7 Best Practice Standards.

Register for our virtual conference in September.

 

 

 

Tags:  7 Best Practices  peer to peer recognition 

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Creative Virtual Recognition Ideas

Posted By Ava Ewald, Friday, May 22, 2020
Updated: Friday, May 22, 2020


On Wednesday, May 13, RPI hosted Community Connect, a call with RPI members. Over 40 members joined to share what they have been doing, what concerns they have, and things they would like RPI to offer to help during this time and into the future.

During the call, members got to chat and share ideas about how they have been recognizing employees in their organizations. Here are some of the virtual recognition ideas they discussed:

  • E-cards

Nothing can top the personal nature of a handwritten card, but with limited access to employees, e-cards are a great alternative. Many creative ones are out there—American Greetings has wonderful cards you can email like this one, which features Michael Bolton singing a personalized birthday song for the recipient. 

  • Peer-to-peer recognition

Peer-to-peer recognition should be a top priority right now. Since we no longer have the luxury of hallway chitchat, feeling supported and appreciated by coworkers is now more important than ever. For example, encouraging employees to send one email a week to a coworker they appreciate will help lift spirits and maintain your positive company culture.

  • Recognition in a box

Either deliver or send awards and other recognition items to employees’ homes and have them open the box during a virtual celebration. 

This is an awesome way to get to know employees and how they are handling their time in isolation. Have employees write six words about how they are feeling and schedule a meeting to have everyone read theirs out loud to the group. It is great for team building and checking in.

  • Virtual happy hours/games

People have had lots of fun with their virtual events. Be creative and give employees a break from the constant isolation and stream of bad news. Some examples of virtual games are bingo, Quiplash (like Apples to Apples or Cards Against Humanity), or Heads Up.

  • Share on social media

If you have not already been recognizing employees on social media, you should start now. Since it is harder to shout someone out in front of their peers, post it on Facebook or Twitter. Do not be afraid to show off how awesome your employees are.

  • Meals delivered to employees’ homes

Go beyond just recognizing your employees and include their families, too. Having a delivery service like Postmates or Uber Eats deliver food from your employee’s favorite restaurant is a great way to recognize someone.

  • Virtual gift cards/certificates

E-gift certificates are so easy and so effective. Just about every store or restaurant has a way to purchase a gift card code. It is great to know what your employees like so that you can be thoughtful about which gift certificate you get them.

  • Foster connections

On your remote calls, ask questions to get to know your employees better. Ask how they are doing, how they have been spending their time, or what brings them joy. Non-work chat is great for helping maintain that sense of community.

  • Communicate

Make sure management is communicating frequently and consistently. Since you can not talk casually in the office, find ways to keep in contact with your employees.


The call concluded with members feeling energized by the opportunity to connect. Make sure to watch for our next Community Connect session. 

 

Register for our virtual conference in September.

Become a CRP.

 

 

Tags:  creative  recognition  remote  virtual 

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How to Build a Remote Culture

Posted By Ava Ewald, Monday, May 18, 2020
Updated: Friday, May 22, 2020
Harvard Business Review published an article in 2015 with statistics surrounding workplace culture. Having a great culture is associated with lower health costs, lower turnover, and higher productivity. Right now, many organizations are wondering how they can maintain their culture when most employees are remote. RPI has many resources for you to refer to on workplace culture, but today we will focus on how you can take those culture-building practices to your remote teams.

Forbes listed “Company vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits” as the main elements that contribute to a company culture, so how do we maintain this while remote?

Choose the best communication platform for your team

Bill Gates once said, “I’m a great believer that any tool that enhances communication has profound effects in terms of how people can learn from each other.” Whether it is on Slack, Google Hangouts, or a group message, your team should have easy access to each other. In our last blog post, we talked about Doist, a communications company that tried Slack, but found that it did not accommodate different time zones well. If you do not already have a convenient communication platform for your team, try a few out.

An article in Harvard Business Review explains that communication is vital while remote, and each remote team should determine its own set of “norms” or rules for communicating. For example, some teams may have regular Zoom meetings, expect that everyone has their cameras on and that everyone speaks at one point or another. Additionally, if your team all works within the same time zone, you might set boundaries for communication after work hours. For teams with members who all live in different time zones, teams may consider being more aware of each other’s boundaries between work life and personal life.

Frequent communication builds trust, so ensuring you have a reliable communication platform will help employees maintain and develop company culture.

 

Lean into recognition

Recognition is more important than ever now that employees are isolated. In a normal office setting, you have a variety of recognition methods ranging from a quick “thank you” to a planned recognition event for an employee or team. It is important to keep this structure in a virtual setting and consistently remind employees that they are appreciated. In a recent blog post, we discussed how you can recognize employees virtually, so feel free to learn more about specific practices here.

TLNT Talent Management and HR shows that there are new opportunities for recognition as well. Show your employees how much you appreciate their hard work by hosting a yoga or meditation session to help everyone slow down and unwind. You could also make a donation to a charity in their name. Anything that shows that you are tuned into their feelings and needs will be a great way to recognize them.

 

Focus on being social

Casual chitchat during the workday is a crucial piece of an organization’s culture. Getting to know your coworkers beyond their work helps build trust and community. We do not get to have the normal “water cooler” chat we usually get in the office. This is a hard void to fill when we are all remote.

Because the casual chitchat cannot come about organically while we work remotely, schedule time for it.  Writing for The Atlantic, Joe Pinsker explains that it might be awkward to schedule time for casual talk, but it is important for your mental health to be able to socialize. For example, schedule a 30-minute break in the morning when your team can hop on Zoom and drink coffee together, or have a virtual happy hour later in the day. Fostering that social connection is key to a healthy workplace culture.

 

Be empathetic

According to research reported by the Harvard Business Review, "Virtual teammates are 2.5 times more likely to perceive mistrust, incompetence, broken commitments and bad decision making with distant colleagues than those who are co-located. Worse, they report taking five to 10 times longer to address their concerns.” It is much easier to misinterpret texts, emails and even phone calls than it is in person. Since many are not in person, it is important to be cognizant of how things may be misunderstood. Consider re-reading your messages before sending to prevent any potential misinterpretation.

Further, while we are apart physically, many are getting to see their coworkers in a more personal way by getting an up-close look of their home lives—seeing their homes, children and pets. It is important to think about what they may be dealing with. While you might have a quiet home, some employees will be watching after their children or needing to run out to take care of a parent. Showing understanding for their situation will help them feel supported and trusted.

 

Communication is key when it comes to remote work and leaning into it will help you maintain your company culture.

 

Learn more about RPI’s 7 Best Practice Standards.

Register for our virtual conference in September.

Become a Certified Recognition Professional.

  

 

 

Tags:  culture  recognition  remote 

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Companies with Effective Virtual Teams

Posted By Ava Ewald, Friday, May 15, 2020
In the midst of a global pandemic, RPI wants to help you and your organization move forward. Our wealth of resources and knowledge will help you become even better at recognizing your employees—wherever they may be. In today’s post, we will take a brief look at companies that are doing remote work well and see how we can improve our own remote teams.

 

Google

Google is seen as a major innovator in workplace culture, so it only makes sense that they would make the list of best virtual teams. Veronica Gilrane, People Analytics Manager at Google, published her findings on Google’s virtual teams on their blog. Gilrane found that there was no difference in efficiency between in-person teams and remote teams, but many “Googlers” (as they call their employees) felt that they missed out on the culture and the ease of communication that comes with an in-person team. As a result, they found that there are three things teams can do to help. First, make sure the team members get to know each other beyond their work by making time for casual conversation and icebreakers during remote calls. Second, set and respect team members’ boundaries by learning when they like to meet and what time zone they are calling from. Third, be very clear about opportunities to meet in person and virtually so that team members know about every chance they have to engage with their colleagues.

 

IBM

According to a LinkedIn article, IBM manages over 200,000 employees worldwide both in person and virtually. One of their main challenges is connecting everyone in different time zones. They manage this problem by maintaining a flexible hour policy worldwide. They have found that employees are more productive when they have the ability to pick when they would like to work. It also gives them freedom that helps with family responsibilities. IBM also uses collaboration software to connect their employees globally. This commitment to flexibility and communication has helped employees trust their employer and build successful virtual teams.

 

General Electric

LinkedIn also gave insight into how GE’s virtual teams work. The company has over 90,000 employees worldwide, which made training a challenge. Now, they have a robust virtual training platform with professional development as well as new employee training, diversity training, and games. This has helped GE manage their global employees and keep them connected to the worldwide company culture. For organizations that are continuing to hire while working remote, this is a great example of a company that has successfully onboarded employees virtually.

 

Doist

Doist is a fully remote company that builds productivity tools. It makes sense that they emphasized the need for a communication platform. According to their blog, they started off using Slack and found that the platform was not great across multiple time zones. As a result, they created their own platform, Twist. They also encourage organizations to embrace a “remote-first” mindset. Many organizations that have both in-person and remote employees unintentionally keep remote employees out of the loop. With nearly every professional able to work from home doing so, this is easier now more than ever, and will be good training for when employees are back in the office. What we can learn from this case is the importance of a solid communication strategy between remote team members. Think about how far your team is spread, what different time zones they may be in and how they would like to communicate with their team members.

 

While we are in times unlike any other, it is important to remember that organizations have faced a variety of circumstances that prompted them to find solutions to problems many of us are facing now.

 

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Tags:  recognition  remote work  virtual 

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